Limagrowthconsulting

FROM THE DESK OF LEILANY LIMA

Years ago, I served on the CEO advisory board at a fast-paced sales organization. Around the table were 10-12 representatives from various departments, most embodying the company's dominant culture: extroverted, assertive, and quick to vocalize their thoughts.

Our meetings looked something like this: a project proposal would be raised and immediately the most vocal members would jump in with rapid-fire opinions, regardless of their expertise or background. Their ideas weren't necessarily wrong, but they weren't always complete or backed with a strategy either.

One day we were discussing a change to the employee recognition program, and the usual voices dominated. I noticed my colleague from finance listening quietly, looking at the data she'd prepared in advance, waiting for an opening or invitation to speak that never seemed to come. When the group was ready to move forward with a decision, I watched her slightly shift forward but hesitate - a signal I’ve seen get overlooked in most environments.

“I think we should hear from finance.” I threw in, creating a momentary (and for me, quite awkward) pause.

It was worth the discomfort because what followed was a careful, data-driven insight that revealed serious implications in how the program would impact different employees. Her approach, which came from thorough analysis, gave us a more equitable, sustainable, and overall better solution.

What would have happened had we not heard from her?

For 15 years I’ve facilitated workshops, taught in classrooms, and participated in strategic meetings, where I’ve seen this happen again and again; the voices that speak first and loudest often eclipse the equally valuable insights from more introverted team members.

Doesn’t it make you wonder how many brilliant solutions, innovations, and insights are missed in daily interactions? Not just in boardrooms, but in classrooms, family meetings, and community discussions, simply because we haven't created the right environment for different communication styles to thrive.

This awareness led me to develop the concept of Vocal Equity - a practice that applies as much to your dinner table as it does to your conference table. Today I’ll share it with you.

COORDINATES

Self-Direction

Discover Your Communication Style: Before we explore how to create Vocal Equity in your teams and relationships, let's take a moment to understand where you naturally fall on the communication spectrum. This brief assessment will help you identify whether you tend to be a "Speed Speaker" or a "Thorough Thinker" in your communication approach.

Answer these five questions honestly, based on how you typically communicate in professional or social settings:

In group discussions, when do you typically contribute your ideas? a) I'm often among the first to speak up and share my thoughts b) I tend to listen to others first, then offer my perspective once I've processed the information.
When asked an unexpected question in a meeting, which approach feels more natural? a) Responding immediately with my initial thoughts, developing them as I go b) Taking or wanting a moment to organize my thoughts before responding, or responding at a later time.
How do colleagues or friends typically describe your communication style? a) Energetic, quick to respond, and verbally expressive b) Thoughtful, measured, and selective with words.
When solving complex problems with others, you prefer to: a) Think out loud, sharing ideas as they come to mind b) Process internally first, then share more fully developed thoughts.
After learning new information in a group setting, you're more likely to: a) Immediately discuss it, using conversation to form and refine your opinions b) Want time to reflect and consider it thoroughly before discussing.

Scoring Your Responses: Count how many "a" and how many "b" responses you selected:

Mostly "a" responses: You tend toward being a "Speed Speaker" – someone who processes information externally and communicates quickly, often thinking out loud.
Mostly "b" responses: You lean toward being a "Thorough Thinker" – someone who processes information internally before sharing, preferring to offer more fully-formed thoughts.
Mix of both: You may be more adaptable in your communication style, shifting between approaches depending on the situation and environment at hand

Note: Communication styles exist on a spectrum rather than rigid categories, with most people showing flexibility based on their comfort level, expertise in the subject matter, environmental factors like stress or time pressure, and the power dynamics or hierarchy of the situation.

Why This Matters:

Understanding your natural communication tendencies helps you:

Recognize when you might need to create space for your own thinking process or be more mindful about giving others time to process.
Adapt your approach when communicating with people who have different styles.
Advocate for meeting structures that accommodate various communication preferences.
Appreciate the value that both styles bring to discussions and decision-making.

Remember: Neither style is inherently better. The most effective teams (families, communities, etc.) leverage the strengths of both speed speakers and thorough thinkers, creating environments where everyone's unique contributions can shine.

Team Navigation

Creating Environments for Vocal Equity

When only certain voices dominate discussions, teams miss critical insights that can lead to innovative ideas, creative problem solving, and more productive outcomes. Beyond performance, when people feel consistently heard, it creates belonging and purpose, directly improving culture, reducing turnover, and inspiring teams to bring their best thinking forward. Consider this: if you've invited specific people to a meeting for their expertise but haven't created conditions for their unique perspective to emerge, you're not only leaving valuable intelligence on the table, you're potentially signaling to them that their contributions aren't valued or needed - which, since you’re reading this newsletter, I know is the opposite of what you’re hoping to achieve.

Here are 3 practical tools to help you capture valuable insights from both Thorough Thinkers and Speed Speakers:

1. Send Meeting Agendas Early

They should include:

Topics to be covered
Solutions or ideas you’d like from them
Questions they should consider beforehand
The contribution you expect
Any relevant materials they should review

Thorough Thinkers will have the time and information they need to analyze and synthesize their thoughts, and Speed Speakers will know where to focus their energy.

2. Designate Talk Time

Set a min. and max. range of minutes for each person to share. It's important to make it a range and not a fixed number. This will:

Take pressure off those uncomfortable with public speaking while still expecting their contribution
Set boundaries to avert anyone from dominating the time
Creates explicit permission for everyone to be heard

3. Create a Post-Meeting Summary

This should be a shared document everyone on the team has access to and should cover:

Main takeaways and milemarkers
Action items, deadlines, and assignments

This will help keep information clear and hold everyone accountable.

Remember, as a leader, you're in a position of power, meaning you have the power to create a culture where everyone's voice matters.

INNER COMPASS

The problems that exist in the world today cannot be solved by the level of thinking that created them.

- Albert Einstein

For this month's Inner Compass section I'm taking you on a deeper (but brief) dive into communication bias and how it shapes our workplaces, relationships, and decision-making. More importantly, I’ll give you practical tools to improve your self-awareness and your communication skills.

Fair warning: we're venturing into some nerdy territory. I've sprinkled in research findings on the impact of these communication patterns (for anyone who loves to explore further, you'll find citations at the end of the article).

Not a nerd? Don't worry - these insights are immediately accessible and applicable to your next conversation.

Communication Styles: Understanding the Spectrum

Before diving into our biases, let's briefly revisit the communication spectrum that shapes our interactions. Research in communication psychology generally identifies two primary approaches to processing and sharing information:

Speed Speakers (or "external processors") think by talking, respond quickly, and develop ideas through active dialogue. They're comfortable with spontaneous contributions and often express thoughts before they're fully formed.

Thorough Thinkers (or "internal processors") prefer to process information internally before sharing, value preparation time, and typically speak less frequently but with more developed perspectives.

These styles exist on a spectrum rather than as rigid categories. Most people lean toward one approach but can adapt based on context.

Communication Bias: 3 Common Listening Traps & Solutions

We’re all wired with subtle biases that impact who gets heard and valued in our conversations. Understanding these common traps, and how to overcome them, is our first step toward creating more balanced and inclusive communication environments.

1. Communication Comfort Zones

The Trap: Research by Byrne and Nelson confirms that we naturally gravitate towards people with communication styles similar to our own. This creates "communication comfort zones" where we unconsciously give more weight and attention to voices that mirror our pace and style.

Why it Matters: This bias creates echo chambers that limit diversity of thought, and innovation. Remaining in these comfort zones leads to narrower thinking, fewer creative decisions, and missed perspectives.

The Solution: Practice Deliberate Inclusion

Before meetings or important conversations, identify whose voices are essential to hear, and make space for them
Create a habit of asking yourself "Whose perspective am I missing?" during discussions
In personal relationships notice if you tend to dismiss certain input based on the communication style rather than the content and quality
Intentionally check in with those who might not volunteer their thoughts

2. Mistaking Confidence for Competence

The Trap: People have a tendency to equate how confidently something is said with how valid it actually is. Studies demonstrate that individuals who speak more frequently and assertively are consistently perceived as more competent and leader-like, regardless of the actual quality and truth of their contributions - uh oh.

Why it Matters: This bias systematically overvalues style over substance. Research confirms that Western business cultures typically promote extroverted communicators to positions of influence, overlooking equally capable, or even more capable, individuals with more internal processing styles. Decisions based solely on who speaks with the most conviction rather than who has the most insight, can result in costly mistakes and missed opportunities.

The Solution: Focus on Content Over Delivery

Establish a practice of evaluating ideas based on their merit rather than their presentation, and fact-checking if what’s said is true
Create a "second consideration" rule for major decisions - revisit options after the initial discussion and once any Thorough-Thinkers have given their input
Document ideas in writing to neutralize the impact of delivery style
Intentionally ask for evidence and reasoning behind confidently stated positions
Train yourself to notice when you're being swayed by confidence rather than content

3. The Patience Gap

The Trap: The world is moving fast and we've developed a collective impatience and discomfort with silence and deliberation. When someone takes time to think before responding, we often rush to fill the gap or move on, rather than holding space for their process, and for our own reflection.

Why it Matters: This impatience silences Thorough Thinkers, whose contributions often come with time and deeper analysis. Research by Kahnweiler shows that organizations who make rapid decisions without accommodating for reflective thinking are more likely to miss critical risks and overlook innovative alternatives. Stillness is where creativity and solutions are found. In our personal lives, when we rush to fill the silence we block access to our own wisdom and deeper intelligence which only emerges when our minds are given space to connect beyond superficial exchange.

The Solution: Embrace Productive Silence

Build in reflection time during meetings, "Let's take two minutes to think about this"
Count to ten silently after asking a question before speaking again
Normalize phrases like "I'd like to think about that before responding" as valuable contributions
Create multiple channels for input beyond real-time discussion (shared documents, follow-up options)
Practice the Power of the Pause in your own communication style

Empowerment in Action

Now that you’ve learned what you need about your communication style, and how to be a leader in creating inclusive communication environments, how will you apply this knowledge this week?

I encourage you to choose one meeting or important conversation and commit to implementing just one practice:

The Power of the Pause (take time to process before responding, and give others time as well)
Deliberate Inclusion (specifically invite a quieter voice to contribute)
Mindful Adaptation (consciously adjust your communication approach when interacting with someone who has a different style)

The beauty of vocal equity is that even small adjustments can create life-changing ripples. When you make space for a different voice to be heard, you're not only improving a single interaction, you're reshaping the culture of communication around you.

I'd love to hear about your experiences! Write me with your insights, or share them with our community using #VocalEquity.