Hira Ali

As a leader, it is essential to manage not only your own distractions and interruptions but also those that affect your team members, especially women and people from marginalised groups during meetings. To ensure that everyone is heard and valued, you can appoint a gatekeeper to track interruptions or idea usurpation. You can also establish meeting etiquette policies that prohibit interruptions. During meetings, try to create space and resist the temptation to be the only one to talk. To engage all participants equally, toss the ball strategically. If you notice repeat interrupters or detractors, pull them aside and speak to them about what they're doing.

Working virtually can sometimes mean missing out on in-person connections and bonding; hence, leaders need to make an extra effort to keep those connections going and foster team cohesion virtually. Encourage those working with you to take time for self-care and undertake whatever other activities invigorate them. Begin meetings with open-ended questions, a practice that not only allows people to vent and exchange their thoughts and feelings but also makes them feel heard and appreciated. It’s essential to nurture and strengthen team morale. Introducing water coolers may also help boost team motivation and camaraderie.

It would be useful to set boundaries and establish clear expectations regarding work hours, availability, communications, meetings, and deadlines from the very start. When staff members are already experiencing stress from various factors such as a global crisis, even normal tasks may seem overwhelming. They may experience 'learned helplessness', believing they cannot control or change their situation, even when the power for positive change is available to them. In such situations, break down intangible wider team goals into weekly or daily goals that can be measured and delivered on a controlled basis. This gives the team traction towards goals. Avoid setting unrealistic goals and establishing any stringently imposed deadlines.

We must recognise that despite our best intentions, everyone can harbour biases. What's crucial is our ongoing commitment to examine and address these prejudices. Biases often emerge when we're dealing with conflicts or stressful situations, and we might even tell ourselves victim stories to avoid responsibility and accountability. To guard against biases, consider asking yourself the following questions: Is this belief or assumption always true? Is my perspective grounded in limited or incomplete information? What evidence supports or contradicts this belief? Am I not taking responsibility for something that's within my control? What could be a more empowering belief? What impact might my words or actions have?

It's important to ask questions when you go for an interview.A relevant and appropriate number of questions may be three to five, which indicates genuine interest and natural curiosity. Asking questions also shows that you have done your research and that you have knowledge of the role and the industry―it’s also another opportunity to demonstrate your confidence and highlight your knowledge and experience. Finally, the right questions can help you decide whether this company is aligned with your goals and aspirations or not. It’s also useful to throw in questions about your potential career trajectory if you are selected and what the key qualities or deliverables of the most successful people at the company.

Writing can be a powerful tool for building your brand. Your writing should be a reflection of your brand, and everything you create should contribute towards boosting it. Once you have written something, you should aim to increase its visibility by sharing it across various platforms. If you don't have many readers or followers at first, don't get discouraged. It takes time and consistency to build an audience. However, if you write with the intention of positively impacting even one person and inspiring them to take action, then you are on the right track.