You're leading a group discussion with introverted team members. How can you empower them to speak up?

To empower introverted team members to speak up, provide detailed agendas and key questions well in advance. Encourage written feedback prior to the meeting to give them time to formulate thoughts. Assign specific roles or topics for each person to discuss, fostering a sense of responsibility and preparation. Use tools like anonymous surveys to gather input and ensure quieter voices are heard. Emphasise the value of their contributions in communications, creating an inclusive atmosphere that values diverse perspectives. This preparation helps introverted members feel more confident and ready to participate.

Why the assumption that introverts need to be empowered? I think the first step is doing some education on introversion and extroversion to create an understating that introversion has nothing to do with being disempowered. A skilled facilitator can create space for those who are quiet and may not be contributing, while gently guiding participants to allow input from everyone. At the start of a session guidelines can be established to ensure no one person takes up all the space in a room. Providing discussion questions in advance are helpful for those who may need time to think. Facilitators can also ask those who aren’t contributing what their thoughts are.

I have provided facilitation to many indigenous and CALD and general participants over last 30 years. What has worked for me is to publicly recognise that all participants are intelligent human beings with different needs in the session. I then give them permission to participate as little or as often as they need. I suggest they raise their pinky finger if they do not want to participate in any discussion if asked. I also allow them to disagree with me and encourage this as it gives them permission to have their own thoughts. I found genuine interactions where I do not use words like 'must' 'should' etc. work really well.

It’s important to acknowledge and appreciate all contributions, as positive reinforcement boosts confidence. Following up individually after meetings to thank team members and gather additional thoughts can provide further encouragement. Providing opportunities for reflection and encouraging peer support also help in building a team culture where members feel valued. Demonstrating active listening, being patient, and showing that all contributions are considered are key leadership behaviors that can make a significant difference in empowering introverted team members to share their insights.

END is always the beginning! Therefore designing the facilitation FROM the future is the absolute key ?? Last but not least care about: -#Uniquiness: Make sure you start by knowing and appreciating each and every introverted voice! - #PsychologicalSafety: Create a safe, encouraging environment - #PositiveReinforcement: Value every voice and offer positive feedback - #AdvancePreparation: Share the agenda beforehand - #SmallGroupDiscussions: Use smaller pods for comfort - #RoundRobin: Ensure everyone has a chance to speak - #WrittenContributions: Encourage written input for deeper insights - #ActiveListening: Show genuine interest in their input - #InclusiveMeetings: Use neuroscience and positive psychology to inspire participation

A strategy I have learnt from the IAF (International Association of Facilitators) is to start a session with a WOW (Ways of Working). This social contracting exercise is aimed at ensuring that every voice is heard, considered and respected. By getting the participants to collectively create the Ways of Working, it sets a more stable framework for people to follow.

To promote equitable participation among introverted team members, establish clear ground rules. Begin by setting a norm where everyone speaks once before anyone speaks twice, ensuring all voices are heard. Use a round-robin format for sharing opinions, allowing each person an opportunity to contribute. Encourage active listening and respectful interruptions if someone dominates the conversation. Incorporate "think-pair-share" moments where members discuss in pairs before sharing with the group. Finally, make it clear that all contributions are valuable, fostering a safe environment where everyone feels comfortable speaking up.

A classic Deep Democracy move at this stage is to review the ground rules, and then ask "does anyone need anything else to move forward" as in, are there any other ground rules a member of the group needs to move forward with the meeting. There are plenty of circumstances where I wouldn't use this, but if there is tension (or elephants) in the room, it can help make people a little more comfortable. Most people don't ask for much, but those who do will appreciate it. Examples of what people have asked for: - a hard stop at the meeting end - food or breaks if the meeting runs long

Setting the expectation that everyone will share based upon certain agenda points ensures everyone stays engaged throughout the meeting.

Besides keeping the groups small, consider activities such as written ones (rather than ones that involve speaking) to encourage every member of the group to participate. Also, designing activities in a way that people's contributions are anonymous is another way to give people more motivation to participate.

Google meet offers breakout rooms that allow for small group discussion very easily. One thing that helps with small groups is giving them questions to answer and having them come together with their answers after their session.

La présentation des points saillants en grand groupe peut se faire en bin?me pour encourager ceux qui n'osent pas prendre la parole seul face au grand groupe. La personne qui est plus à l'aise complète les propos de l'autre si besoin.

Rotating Partners: Create “dynamic duo” sessions where pairs of team members rotate every few minutes to discuss specific topics. This allows introverted individuals to share their thoughts in a more intimate setting and build connections with different team members. ? Role-Switching: Assign rotating roles within small groups, such as facilitator, note-taker, and timekeeper, to ensure everyone actively participates and experiences different aspects of the discussion process. ? Themed Breakout Rooms: Create breakout rooms with specific themes or questions to guide the discussion. Allow team members to choose rooms based on their interests, making them more comfortable and engaged in the conversation.

Uma boa alternativa para que o introspectivo se expresse de maneira oral e estabele?a uma ideia interpessoal , s?o as dinamicas em pequeno grupo, fazendo o desenvolver sentimento de pertencimento e com isto mais seguro para dar suas contribui??es e se expor.

As the facilitator, it is your responsibility to control the tempo of the conversation and of the session overall. Give space for people to speak, but be sure that you are asking the right questions in the first place...

"Let the silence be". Ask an introvert (by name) a open ended question and wait for them to answer... if they give a one word answer try waiting some more and just nodding and if that fails ask "can you elaborate?" You need to be comfortable in waiting. They are used to everyone letting them off the hook if they just wait. Be very careful with your reply, thank them for their contribution but do not immediately praise their answer as someone else might have something to contribute and you will prevent them from sharing their viewpoint if you acknowledge the first answer as "the right" or "great" answer. Rather "say nice contribution, any one else?... ... Garry (another introvert) what do you think?"

Simply observe what they are comfortable talking about, then start there. Once they are comfortable, delve into other topics.

In my experience, empowering introverted team members to speak up involves creating a supportive environment. Establishing a safe space with a non-judgmental atmosphere and using small groups to make them feel comfortable. Setting clear agenda in advance to allow preparation, and encourage written input for those who prefer it. Using a round-robin format to ensure everyone speaks, and ask direct questions to include them. Acknowledging their contributions to boost confidence, following up individually for additional thoughts, and most importantly being patient & giving them time to formulate their responses will help introverted members feel valued and more willing to participate.

It all begins with giving them a conducive and safe environment to express their thoughts. Appreciate them voicing out their opinions/thoughts and let them know that it is a valuable contribution! Gradually One O One coaching and conversations would help them build confidence to interact and express in public forums.

Empower introverted team members to speak up through positive reinforcement by acknowledging and appreciating their contributions. When they share ideas, provide immediate, specific praise highlighting the value of their input. Celebrate small wins and milestones to boost their confidence. Encourage peer recognition by fostering a culture where team members support and commend each other. Offer constructive feedback privately, ensuring public praise outweighs criticism. Regularly reinforce the message that their perspectives are crucial, creating a positive, supportive environment that motivates them to participate.

Keeping in mind the nature of a group of introverts (or even the fact that in any group. there will always be at least one introvert), I disagree with the heading of this section, only because 'Positive Reinforcement' can be misinterpreted. It is important to ACKNOWLEDGE what a person says, and to thank them for contributing, but it is imperative that as a facilitator, you do not visibly take their side and indicate that you have agreed with them. The reason for this is because there may a participants with a contrary opinion, who may hesitate to contribute if they believe that the "person-in-charge" (you) doesn't agree with them.

Give introverts time to prepare for meetings or discussions. Share agendas in advance so they can organize their thoughts and feel more confident contributing.

Summarise key points and decisions, highlighting contributions from all participants to show their input is valued. Pose open-ended questions and invite additional thoughts or feedback via email, giving them time to reflect and respond thoughtfully. Encourage continued dialogue and suggest that they share further ideas in future meetings. This approach reinforces the importance of their contributions and provides a comfortable avenue for ongoing participation.

Demonstrate that you value their input by actively listening and providing positive feedback. This can build their confidence and encourage more frequent participation

Il est aussi possible de prévoir un support individuel de contributions écrites sur 3 ou 4 points clés de la réunion et de demander aux participants de le remplir pendant les 5 dernières minutes de réunion. Certains points de vue peuvent être explicités plus facilement par les personnalités introverties à l'écrit qu'à l'oral devant un groupe. Le faire en fin de réunion permet à chacun d'avoir tous les éléments encore en tête.

Empowering introverted team members to speak up in a group discussion requires creating an environment where they feel comfortable and valued. Here are some strategies to achieve this: 1. Create a Safe and Inclusive Environment: Establish a culture of respect and openness where all team members feel safe to express their thoughts without fear of judgment or interruption. 2. Set clear expectations: Let the team know in advance that everyone's input is valuable and expected. This can reduce anxiety and give introverted members time to prepare their thoughts.

Gently inviting individual colleagues to prepare and share a case study or example of their practice to present to the group during the meeting (preferably near the beginning of the meeting) puts them in the driving seat. It may seem a little nerve wrecking but provides a structured way to provide valuable insight and learning to the group and break the ice.

Celebrate introverts for the ways they do communicate, rather than trying to turn them into extroverts. Provide opportunities for expressing their thoughts on whiteboards, sticky notes, or paper airplanes. Ask them to read what someone else has written, not their own work. Steer clear of requesting interaction during breaks or lunch, so that introverts can recharge their batteries.

Emotional Intelligence (EQ) has the power to transform any team dynamics and empower introverts to engage or interact in discussions. Lastly, only an effective leader has the power, competence, and knowledge to either empower and engage employees or be the cause of disengagement of employees.

Reserved people need to be encouraged, and told their contributions is unique and important. Tell them we'll go through the group for insight ( if it's a small group), or specifically invite their comments. To do this the facilitator should know much about participants so drawing them out adds to the discussion in a helpful way.

Empathy Building Activities: Incorporate activities that build empathy and understanding, such as storytelling circles where team members share personal experiences and challenges. Mindful Moments: Begin meetings with a few minutes of mindfulness or breathing exercises to create a calm and open atmosphere, encouraging everyone to participate more fully and authentically.