Before diving into the complexities of meetings, let’s understand what power dynamics are. Power dynamics refer to the balance or imbalance of power between individuals in personal and professional settings. They play a pivotal role in influencing the structure and outcomes of relationships and interactions.
At one time or another, most of us have experienced a leader sabotage the agenda, dominate the discussion, or openly negate staff input – behaviours that effectively shut down staff from contributing. Senior managers often feel the need to take charge and control meeting proceedings, sometimes to the detriment of open communication.
On the other hand, some of you have simply never had the chance to collaborate with upper management, so when confronted with the prospect, have no idea how to proceed, or fear intervening could result in a CLM (Career Limiting Move)! In both instances, you may lack a model for how to effectively ensure it’s safe for staff to provide real input. However, a critical role of a facilitator is to ensure staff feel safe and empowered to speak their minds, which requires strategies to manage the power dynamics in meetings, including a challenging boss.
If you’re running the meeting and can determine who is invited to the meeting, one option may be to not invite the boss, then there’s no threat of them inhibiting creativity or dominating the conversation. However, by doing this, you potentially deprive the group of its greatest ally.
For one thing, management presence is important – they typically have organizational wisdom and may understand what will likely meet upper management approval if required. More importantly, bosses have influence – they can help the group swiftly achieve their goals in ways that other staff, with less access to resources, could not. Also, with the right level of engagement, the boss’ participation can be a powerful force for demonstrating commitment to the topics and role-modeling expected levels of participation.
The way one addresses and establishes expectations prior to a meeting can drastically influence its outcome. The pre-existing dynamics between management and staff will determine the techniques a facilitator uses to run a successful session. If pre-meeting interviews or past meeting experiences indicate you may be dealing with a domineering boss, meet with them before the session to establish some ground rules.
In order for the leader to be seen as empowering the team to speak its mind, it’s important that the leader agrees to following through on these behavioural guidelines before the session.
There are also bosses who are not necessarily domineering but are unaware of the inhibiting effect of their presence on staff. To mitigate this, work with them before the meeting to come up with some strategies that encourage a positive and open environment right off the bat.
During your pre-meeting review, you can suggest that they;
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Bottom line, it’s absolutely essential that you, the facilitator, take time to prepare for a session involving leadership and staff. Once a design is created it’s equally important that you review the design with the leader/meeting stakeholder to get buy-in. A well-designed meeting that minimizes power dynamics requires pre-work and final client sign-off on the design.
What strategies have you used to minimize a leader’s negative impact on a meeting?
Do you have a unique meeting challenge not covered by one of our blog posts? We’re always looking for different dilemmas to discuss in our articles!