Jan 7, 2026
Welcome to Manufacturing Greatness with Trevor Blondeel, where we work with organizations to manufacture greatness by leveraging resources you already have to achieve greater retention, productivity, and profits. To learn more, visit www.manufacturinggreatness.com and click here to subscribe to Trevor’s monthly newsletter.
Now, let’s jump in!
In manufacturing plants, the same leadership action can motivate one employee and overwhelm another. Why? It comes down to brain science, communication skills, and how leaders show up under pressure.
In this episode, guest Falisha Karpati shares insights on manufacturing leadership, employee engagement, and inclusive leadership for Operations Managers, Production Managers, Manufacturing Managers, and Shift Supervisors.
Falisha is a Brain-Based Inclusion Consultant based in Montreal, Canada. She holds a PhD in neuroscience and brings more than a decade of experience studying how the brain works. Through her UNITING BRAINS framework, she helps organizations build human-centered cultures using practical, brain-based strategies.
In this conversation, Falisha explains how differences in brain wiring directly impact frontline leadership, communication skills, trust building, and team engagement on the shop floor. She breaks down the neuroscience behind introversion and extroversion, why uncertainty increases stress in manufacturing environments, and how leaders can improve manufacturing culture by asking better questions, minimizing ambiguity, and running more inclusive meetings
01:05 –Recognition can
backfire when manufacturing communication ignores individual brain
differences
02:12 – Neuroscience explains how self-awareness in leadership
shapes perception, behavior, and relationships in manufacturing
plants
04:54 –Manufacturing teamwork and employee engagement manufacturing
improve when leaders understand natural brain diversity
9:53 – Brain science brings data—not opinions—into manufacturing
management and leadership in industrial operations
11:20 – A powerful reminder that perceptions matter more than
intentions in building trust in leadership and strong manufacturing
relationships
13:39 – Curiosity-driven leadership starts by asking instead of
assuming to close the showing up gap
15:32 – High-stimulus environments explain why leaders take
shortcuts that undermine manufacturing culture and clarity on the
shop floor
17:11 – Autonomy looks different for everyone, redefining
supervisor development, coaching in manufacturing, and performance
conversations.
19:55 – Minimizing uncertainty strengthens manufacturing safety
culture, emotional intelligence, and consistent leadership
behaviors
20:21 – Transparent expectations help close the expectation gap and
improve accountability in manufacturing plants
22:40 – Inclusive meetings unlock manufacturing innovation by
improving manufacturing communication and psychological safety
24:30 – Simple meeting practices support continuous improvement
culture and better team engagement in manufacturing
28:53 – Inclusive discussions fuel operational excellence and
authentic leadership across manufacturing organizations
Connect with Falisha Karpati
Visit her website
Connect on LinkedIn and
Instagram
Read her newsletter
Full Transcript
[00:00:00]
We have some changes today. We've changed the name of the podcast
since 2019. It's been mindfulness manufacturing our company name
changed a few years ago to manufacturing greatness.
So we're just aligning that 'cause we're gonna be here
manufacturing greatness today, and we're gonna be talking about
building some bridges and, and you know, how we continue to
manufacture and, how we deal with changes people's moods and what's
going on.
And it remind me of a time when we were, had a great manufacturing
line at the kickoff meeting in the morning, we recognized one of
the team members showed appreciation, [00:00:30] put this person's
name and picture up and gave them a little gift. they were upset
with us and we're kind of like, well, hold on a minute.
we did all this and this person's not very appreciative and getting
to learn them a little bit more is that they didn't. They don't
like that type of attention. people's brains are different. And in
manufacturing it just complicates it for us 'cause we don't
understand it.
So fortunately I have a great guest on and friend today, Falisha
Caridi. Welcome to the show. Thank you so much. [00:01:00] It's a
pleasure to be here. Thanks for having me. you are an inclusive
consultant. You harness brain science to build inclusive
human-centered workplaces.
You create space where all brains thrive. And you studied the
neuroscience, having a PhD in neuroscience, which for those who
don't know what it takes to get a PhD, it's a mountain.
So congratulations on that. Thank you. excited to get your
knowledge and expertise to talk about this on the show what did we
miss Falisha when we upset that team member? how are [00:01:30]
people's brains working here? a key point is that everybody's brain
works a little bit differently,
Humans in general share a core brain structure. we generally have
the same parts that do the same functions, but our brains also have
differences. like how big certain parts are, how different parts
connect to each other, and when different parts get activated. this
connects with differences in behavior.
so when we [00:02:00] think, behave, communicate, everything we do.
Is filtered and processed through our brain. there's a, well-known
quote that I love, that says You don't see the world as it is. You
see the world as you are. Mm-hmm. And what that means, it's really
rooted in brain science.
And it means that everything you perceive, take in, think, and
express. Goes through your brain. what happened [00:02:30] that day
was there was a disconnect between what some team members who
created that recognition process, thought this person would want
and what they actually wanted,
So if we take that recognition experience, maybe it's, getting an
award in front of a group And having your name called out and going
on stage. if you put two people in that exact same [00:03:00]
situation, their brains might react completely differently. we
don't necessarily know how people are going to react, what they
like, what they don't like.
Unless we have those conversations and ask them. just diving into a
bit more about why those differences exist, why can you put two
people in the same situation and they can react completely
differently? our brains are shaped by two main factors. the first
is natural [00:03:30] variation in how we're born.
there's a wealth of research that shows genetics are connected with
many aspects of how our brain works. natural variation is great.
It's what keeps us interested. Yeah. We don't wanna, you know, be
communicating with people who are exactly the same as us. the
natural variation is there for a reason.
It's super productive and positive. the second factor is our
environment. each of us is shaped from our observations and
experiences over time. this includes a whole range of [00:04:00]
experiences like our early childhood, our family and community
environments. our experiences at school, at work, even our hobbies
and interests can change our brain.
there's a huge body of neuroscience research that shows brain
differences related to living in different cultures. practicing
different skills, traumatic experiences and much more. Basically
everything you're exposed to, everything that you experience over
time, especially if they're repeated or intense, experiences, can
change your [00:04:30] brain.
what really resonated with me is that Trevor's way is not always
the best way. the way you explain like my biases, right? Like. My
bias was show appreciation in front of the team. Right? And, and
why would I need to check in with that person? in my early
manufacturing leadership days, I missed the mark.
Often, I just didn't know better. Right? Like, I just thought, you
start to learn that. that's why we're hoping that if you're driving
into work today, through my mistakes and Falisha's knowledge, we
can save you that pain. we're gonna leave you with [00:05:00] some
ideas of, what you can do today, to get in front of that.
'cause it makes sense. What you're saying is that, we just have how
we grew up and, and our different, you know, the. I think of Lisa
Feelman Barrett and, and the theory of constructed emotions. your
personality and emotions are based on your experiences and we have
different experiences
Right. they're just different. And that's what makes us unique and
I like that. I was going through some of your material and I'm
trying, 'cause I'm trying to, you know, like our listeners. To
understand and better [00:05:30] equip ourselves so that we can,
respond differently.
But you had some neat research on introverts and extroverts, and I
was reviewing it with Ryan, a client today, and he's kinda like,
Hey, I think you skimmed over, that whole concept on introverts and
extroverts. So can you unpack that for us and help us
understand?
Definitely. so I also wanna clarify, my background and what I'm
doing now compared to what I did before. I have a background in
neuroscience research, that was focused on brain plasticity and how
our brains, are impacted by training.
so what I [00:06:00] do now is, work with the wealth of research
that's there. I don't do, neuroimaging research anymore. I used to,
so I know exactly how these things work and I bring that experience
now into. Applying neuroscience research in organizational context.
Mm-hmm. so I summarize research, I communicate it.
but the research, for example, an introversion extroversion is not
something that I did myself. there's amazing researchers all around
the world that have done this, so I'm more of a curator and a
communicator Of the [00:06:30] research now. That's why you're on
the show, right?
Because we need to apply. So you're kind of like the translator for
us, right? Because we're not gonna go through all this research,
but we need someone like you that can say, Hey, here's the simpler
version of it and here's what you can do today. So thank you for
doing what you do. Yeah, my pleasure.
I love it. so introverts, extroverts is one example of how. Our
brain structure and how our brain works is really aligned with the
behaviors that we see in the workplace and beyond. there's a
spectrum of traits, of [00:07:00] introversion, extroversion. many
people will fall somewhere in the middle and people can also
express themselves differently. depending on different situations,
different contexts might bring out, different types of behavior. so
I'm just gonna generalize a little bit here, for time.
And so there's research that compares people who tend to, behave
more introverted ways and people that tend to be more extroverted.
introverted meaning, getting energy by recharging alone,
extroverted meaning, getting energy from, spending time with
[00:07:30] others. And there's a really cool study that, people
were in the brain scanner and while they were in the brain scanner,
they were showed a series of pictures.
Some of the pictures were flowers and some of the pictures were
faces. So flowers is a non-social stimulus. and so, you know, we
don't associate that with people, whereas the face is very social.
the study found that introverts and extroverts showed different
patterns of electrical activity in the brain in response to these
images.
So [00:08:00] in the introvert, if there was a bunch of flowers
shown in a row and then a face, their brain sort of went, eh, well,
it didn't really process a difference, but an extroverts, when
there was flower, flower, flower face, when the brain saw the face,
It got super excited. So the brain really processed a difference
between the non-social and the social images.
so that just shows that personality [00:08:30] traits and
behaviors. And those differences we see in people are actually
rooted in how the brain is processing information. we can also see
structural differences. in how the brain is built, there's other
research that has looked on that.
And they found that, introverts tend to have bigger brains in areas
responsible for behavior inhibition. Meaning stopping yourself from
behaving impulsively. that is a trait commonly associated with
introversion is introverts [00:09:00] tend to think before
speaking, before acting.
and extroverts, brain extrovert brains were bigger in areas
responsible for regulating emotions. And smaller in areas related
to social information processing. And the way that was interpreted
is that extrovert brains can be more efficient at processing social
information, maybe selecting what's important and what's not.
I could feel that I've had to work on pulling out my introvert.
[00:09:30] I think we all have some of both, right. But I've had to
practice not everything that I say people want to hear and just
that filter and pause. I'm fascinated with the technology.
here we are working, manufacturing, all kinds of technology, but
when I hear brain scans it's not people's opinions, It's the
signals as a neuroscientist, with a PhD you can see that, right?
that's just, wow.
Like you talk about, one of the sayings we have is that, you bring
data. not opinions to a meeting and, well, here you're bringing the
data. There are scans that says, Hey, this is what people do.
[00:10:00] What I just did was, for that individual, I just had, a
reaction which was negative to that person.
And if we don't, see that and recognize that, then we may miss
that. I wanna bring back the, initial story with the recognition as
well. now that we have some foundation about why our brains are
different and how, our behaviors actually connected with brain
differences, if we reflect back on that person getting recognized
when that wasn't what they're inclined for, we can imagine what was
happening in their brains.
[00:10:30] It wasn't. The reward circuits and the social connection
circuits. It was the pressure, stress. Everybody's watching me. So
that same circumstance of being recognized in one person can
activate reward and in somebody else can activate stress and
anxiety. we like to say that. perceptions matter more than good
intentions.
Yes. Right. And I think that's what we're [00:11:00] focused on
learning here. so I've got my manuscript I'm working on this week
and I got, I got a hand in at the end of this week for my book,
I've written a new chapter on this relationship audit. it's like an
internal 360, but instead of.
Fixing what's wrong? We're just moving more towards what's right,
right? We wanna do more of the behavior. So I've, you know, we've
got some questions we ask individuals, direct reports, managers,
peers, and we just ask 'em, when do you tune into me?
you know, what expectations do we have of each other? Those types
of conversations. [00:11:30] And I think that this work that you
are doing really helps us with ideas of. How can we be more
mindful? Because what we did after that event is that before we
ever gave someone an appreciation, we stopped surprising people and
we just started asking them, are you okay if we mention you at the
meeting this morning?
getting their permission seemed to work. and what I liked was when
I went over, some of your material, you had three kind of takeaways
That you can do now, maybe when you're [00:12:00] having
one-on-ones with people or you're just interacting with them.
Absolutely. it's great to hear that you took action after, that
experience and learned from it Asking people for permission to, to
recognize 'em, to ask them something in public is a really great
practice and not connect. With the first practice, area that I,
like to share, which is asking people what they want, need or
prefer.
[00:12:30] especially if people are really busy and don't have time
and are overwhelmed, it can be really easy to make assumptions our
brain naturally does that. there's a known brain bias. called the
false consensus effect. Where we tend to think that people agree
with us and have the same beliefs, behaviors, knowledge as we do,
that's definitely me.
Everyone does it. It is a human brain bias. We all share that.
especially in times [00:13:00] of busyness and stress, our brains
do tend to fall back on those natural shortcuts to save time and
energy. but they can end up causing some strains, some conflict,
reduced productivity because we're making assumptions instead of
asking.
So, hold on. You gotta say that again. We're taking shortcuts and
what'd you say after that? we're taking shortcuts basically to save
[00:13:30] time, to save time and energy. Our brains naturally do
that in many different contexts. like there's so much information
coming into our brains constantly
Choosing what to filter, choosing what's important. That's a
natural state. we're in that all the time. Can you imagine if your
brain right now was processing. Absolutely every single thing that
was present in your environment. It's impossible. We can't do that.
Oh no. Hang on a minute. For the listeners.
Falisha has not ran manufacturing [00:14:00] plants. I. She hasn't
even spent a lot of time with them, but she just described our life
that is our life. this is why it's important. This is why we need
to listen to you and say, okay, so what can we do? 'cause you just
described manufacturing, there's so much stimulus.
it's how many parts we make the last hour. Is the machine running
right now? is the quality inspection done? and then we take
shortcuts. That's what we do. Thank you for describing us.
[00:14:30] Brain science applies everywhere. I'm happy to hear that
resonates and we can make the connection with the manufacturing
processes as well.
so what can we do about it? So we know, you know, from the
manufacturing experiences, from the brain science that. When we're
busy, we take shortcuts and tend to assume instead of asking.
making that intentional space to invite sharing is really
important, and that can happen in some different formats.
It can happen in one-on-ones. It doesn't even [00:15:00] need to be
a new one-on-one, just to ask what your work preferences are. if
you're already having these kinds of conversations. We can
integrate questions into that. So even asking someone a general
question of, you know, what can I do? What can we as an
organization do to make work more productive, fulfilling,
enjoyable, whatever your objective is, to make the workplace better
for you?
the reason you really got me thinking about [00:15:30] this was in
our relationship audit was really looking as when we have a team of
say, 10 people, one of the practices to sustain relationships is
having regular, one-on-ones or certain touchpoints, certain
meetings. but when I hear you say about, you know, ask people what
they want.
Right. So just because. I say, you know what? We should have a
one-on-one every two weeks. I'm the leader, but that may not be the
right [00:16:00] approach. that's a great example. when we're
asking people what they want, need or prefer, that encompasses so
many things. It can be, how they work best, schedules, certain
times of day they work best.
It can be a physical space, it can be communication preferences,
what motivates them. There's so many different aspects here that we
can touch on, and that's a great example with, how they would like
to have communication with a leader How they would like to have
check-ins. some people love space, [00:16:30] love autonomy, and
autonomy is great for the brain.
in general, autonomy is awesome. some people love to have lots of
autonomy and that can look like having a conversation once every
two weeks and giving space. We'll have the chat, some general
objectives, some goals for the next couple weeks, and then I will
go and do my work on my own with my team.
I don't need to be checked in on unless I have a question. Okay.
There are other people who, that [00:17:00] feels overwhelming and
the way that, that their autonomy can be expressed is by choosing
to have more check-ins. Someone might want to have a quick two
minute check-in every morning.
What's your objective for today? have those more smaller pieces
that can feel a lot less overwhelming. It can feel like there's a
clear map. It can feel like you know somebody's there and
supporting them more frequently. Both approaches can be fantastic
if they're [00:17:30] paired with the right people. But if there's
a mismatch, that's when we start to get, more concerns.
Because if you imagine somebody that likes to have more space If
they're being checked on daily, that can feel like micromanaging.
They can feel like they're not being trusted. but then if we have
somebody who likes those daily check-ins and those shorter goals,
if they're not receiving that.
And they're left on their own when they didn't want to be. that
[00:18:00] can add stress. Oh, I don't know what I'm supposed to be
doing today. am I on the right track? I'm not sure. so it's really
just about adjusting everything from check-ins to how goals are set
to really match with what's going to work for each individual.
For the listeners, I'm sorry, but it is, it is, you know, more
flexibility in our part. Right. But this is, Hey, this is 2026.
This is just where we're going right now. I don't see this changing
of situational leadership. we gotta [00:18:30] ask more of those
questions because North America.
Manufacturing got great when we did lower, more lean, had more
standards, more structure. And that's great for, greasing a
cylinder that we know is gonna fail after so many cycles. And we
wanna do the same with humans, right? So we're gonna have a meeting
every two weeks and then check on you, every three days.
the reality is that with the neuroscience that you have, we're not
machines. And we're different. especially with the rise of
technology now [00:19:00] and AI again, that's a whole
conversation. something that I really work towards is creating
human-centered workplaces.
We work with machines, which is great, and it really helps, advance
many aspects of our society. But human-centered workplaces is
really important to, Just to, to create spaces where humans can
thrive, be healthy, be included, and do our best work to advance
our society people who are treated like machines [00:19:30] are
more likely to feel.
Stressed to not be motivated to not be expressing their creativity.
And that just doesn't it, it doesn't do anything for the output
either. when we focus on treating everyone like humans, and you
know, we have. Feelings. We have brains, we have the word, you
know, we have bodies that need to be taken care of.
when we really prioritize that, that's where we [00:20:00] spark
the ideas, the creativity, the connection, all of the things that
are great for us and also for our products. It's like going to the
gym, right? you can't go to the gym for 24 hours, you gotta do a
little bit of this every day, and then you build up that
muscle
I don't wake up in the morning and go to the gym and say, yes, I
get to work out. But I do leave there thinking, this feels good.
I've invested into this. I know this is gonna pay off. I feel
better about it. like you said earlier we're taking shortcuts.
We're trying to take that, that quick fix where really we need to
have discipline. Like when we're trying to save [00:20:30] money,
you gotta put that investment now into those conversations and just
how you described it. We need to keep evolving with technology and
the only way we're gonna do that is if we're not spending time on
lack of clarity,
that was your second one Minimize. uncertainty. So yeah, minimize
uncertainty. we spend a lot of time doing that. what are some ideas
that we can spend less time on uncertainty.
our brains in general don't like uncertainty and [00:21:00] we can
feel that when it happens. as an example, let's say you get an
unexpected meeting invitation that says all company meeting
tomorrow at noon. That's it. Your brain, most people's brains we're
getting laid off. You're like, why?
Why is this happening? Did I do something wrong? Did my team do
something wrong? Is the company shutting down? your brain tries to
fill in the gaps by guessing what it could be, and [00:21:30] that
comes from the fact that our brain is protective. Our brain is
trying to figure out what those missing pieces of information could
be.
So that we can feel prepared and better able to handle the
situation when it comes. it's coming from a good evolutionary
place, but it's really unproductive because we waste so much time
and energy on trying to fill in those gaps. And half the [00:22:00]
time we get it wrong and it's something we didn't even think
of.
the other point here is that when there's something that's vague,
it can also be interpreted in different ways by different brains.
like we were talking about before, even the same thing can create a
different response in different brains. Somebody might, maybe be
like, okay, I don't know.
It's fine, no problem. And somebody else might, lose sleep that
night and have a really tough time managing [00:22:30] that. and by
providing that clarity, that certainty, the information when we're
able to. that reduces the waste of time and energy and makes sure
that everybody's on the same page about what's happening and
prevents those different interpretations.
This is resonating because in the manufacturing greatness model,
there's three gaps, the second gap's the expectation gap, and
that's really that space between what we believe others expect and
what we believe is expected, and that [00:23:00] can go in any
direction.
So that's our model and it takes more conversations to close that
gap. what were your tips around that? in general, if you're having
communication, whether it's an email a discussion, a meeting or
something else, provide as much information as is relevant. So, for
example, with that meeting invitation, provide information in the
invitation about.
What is the topic? [00:23:30] Why is this being, why is the meeting
being called? What's the agenda, for example? What are the
discussion questions that people might be asked to share on, just
to make sure that people know, okay, why is this happening and what
am I going to be expected to do or share when I show up?
And it's not just about meetings. transparency and clarity is also
really important in the broader organizational structure. For
example, sharing policies and procedures openly with the team.
[00:24:00] Maybe that's like an internal shared drive, a binder
with paper copies. There's lots of ways that can be done.
also being transparent about things like criteria for promotions
and raises. So we don't need people to wonder, what do I need to do
to get a raise? It's there. And that's also really great for
fairness. and if you're having, for example, a social event.
Sharing some information about what to expect.
So where are we going? Is [00:24:30] there games or activities?
What's the plan for the day? that can make people feel a lot more
comfortable knowing what they're getting into. It can help make it
easier to choose whether somebody would like to participate or
not.
it can help people prepare as they feel they need to. some people
like to prepare themselves in advance in different ways, so it just
gives the opportunity for them to do so. That's something that I
believe. I've gotten better at, I know I've worked at it, but
[00:25:00] you know, even just like for a podcast guest like
yourself, right before I was like, yeah, just jump in.
We'll have a conversation. I got some feedback saying, It'd be
better if I knew what to expect coming into your podcast. And I'd
be like, that's fair. I was thinking about what I like, not about
what you like, so I'm working on that That's an example of
differences in communication styles
some people would be very happy to jump in and have an informal
conversation. other people share their best ideas when they've had
some time to prepare. Both are great. They are different, and they
[00:25:30] require having that conversation, in advance to make
sure that discussion fits with both people.
So the last one here is, about manufacturing and our standards, we
want Consistency, especially around safety, keep people safe. And
then we get struggling around this fine line of also innovation,
right? Where we can be more creative and have meetings and
conversations that are more inclusive and, step outside the
boundaries a bit.
that's around your third tip there. And just [00:26:00] making
these group sessions more productive. So group meetings is, is one
aspect of workplaces where I find that there's a lot of exclusion,
a lot of unfairness, and people aren't having their perspectives
considered. And a big root of that is meeting practices that aren't
inclusive.
So I'll share some tips for how we can do better here. how can we
[00:26:30] hold. Inclusive meetings and discussions that really
facilitate equal opportunity for everyone to contribute. this
connects back to the brains because each of our brains drives us to
communicate and express ourselves in different ways.
that means people can share their best ideas in different
environments and in different ways. for example, some people share
their best ideas when they've had some time to prepare. Others like
to think on the spot. some people [00:27:00] communicate best
through speaking and others communicate best through writings or
drawings.
And some people really thrive off the energy of big groups and lots
of people jumping over each other. that's something I would say,
especially in, North American culture, work meetings tend to be
like 10 people diving in. but that also excludes a lot of people,
because many people, and I'm one of them, feel really strongly
about this
it can be really challenging to know when to jump [00:27:30] in. I
have an idea, I have something to share, but three people are
trying to talk at the same time and I have no idea when I'm
supposed to start talking. and what can happen there is people just
won't, Hmm, they're scared of interrupting. I don't wanna cut
somebody off and they just n never find the spot, and then the
topic moves on.
those ideas get missed. some specific practices we can implement to
make our meetings more inclusive. include, providing agendas and
discussion questions in [00:28:00] advance. This overlaps with
clarity and transparency as well. so team members can prepare their
thoughts in advance if they like to do so.
We can give a minute to think after asking a question or presenting
a topic, this can feel uncomfortable at first. We are not used to
that at all. But it can make a huge difference to allowing team
members to really process, yeah, what do I think about that? What
do I want to share here?
and [00:28:30] then inviting responses, and I said try that out and
see if, if team members are, have more contributions after they've
had a moment to process. That's my challenge to you listener today,
driving into work because you're gonna be courageous, like if
you're facilitating a meeting or it doesn't really matter if you're
facilitating it.
You can be a participant. it's interesting because we don't take
that minute. When we do, it's even more powerful in our fields of
manufacturing, logistics, transportation. [00:29:00] It's all so
urgent that we don't allow.
The best ideas to come forward. even when I'm talking to a plant
manager about getting their executive team to get together and just
talk about the different, you know, how are we working together,
right? Like, how are we sharing ideas? What's working and what's
not? it's like, oh, I don't know if we can have time to have that
discussion.
Well. you're losing the money, you're tripping over the dollars and
picking up the penny sometimes because we're so busy. which to me
means not productive. But hey, I appreciate you [00:29:30] sharing
that today. I think we all need to hear that Falisha it can feel
like we're taking a bit more time, but in the end, it can be more
productive because we are getting the team's best ideas and we're
inviting everybody to participate, which in the end can support a
better product.
and a couple of last tips to help generate ideas from everyone. one
of them is offering a shared document or a form where team members
can share their thoughts in a written format. this can be during
the meeting and also after. [00:30:00] sometimes. It can take a bit
more time for a great idea to brew in somebody's brain.
it's, half an hour after the meeting and they're like, oh, I wish I
could have shared that. So having that form or shared doc really
helps, create a space for people to add their ideas when they come.
lastly, starting a discussion with a turn-taking structure, where
each team member is invited to contribute without interruption.
And if you are on a time crunch, there can be a time limit per
person. what's [00:30:30] really important here is that everybody.
Has a turn if they would like to share. They don't have to. They
can pass, but everyone has a turn to share without interruption.
you can ask a question, raise a topic, go around the team
members.
this helps ensure that everyone who would like to share has equal
opportunity to do so without having to navigate jumping into an
overlapping conversation. And what I find when I implement this
People [00:31:00] who weren't contributing as much in other meeting
formats, share fantastic ideas and feel more connected with the
team.
we get a broader range of ideas because everybody can share before
we open it up. you can still open it up to discussion afterwards to
build on the ideas and connect with each other, but That initial
practice of giving everybody some space has benefits for the
meeting, for team connection, for creativity, and, generating more
ideas.[00:31:30]
Listening to you, it's like, oh, yeah, that makes sense. you go
around every person and ask them, but. We don't do it, it's just
Okay, good. We got a solution. I think we just hit the
whack-a-mole. We can, we can all get outta this meeting now. And,
and three people never got to contribute and probably had a better
idea.
I could go on for about another five hours with you, but how do our
listeners get more of you, Falisha, and follow you, connect with
you? what's the best basis for that? I've got a few [00:32:00] ways
that we can connect, LinkedIn, Instagram, or my newsletter, brain
Science for better workplaces. maybe we can put those links, in the
description and I'd be very happy to connect with any of you.
please feel free to reach out if you'd like to chat more about
brains. thank you. Shout out to Nina Na Doley, our mutual friend
and previous, guest here that, that suggested you. so glad we got
to meet I've already learned so much from you, Falisha, it's just
these reminders of like, it's okay.
We're, we're, we're just hardwired [00:32:30] like this. We've been
conditioned this way and We can make changes. We can build
workplaces that align with how our brain functions. Thank you,
Falisha. I appreciate you coming on the show. My pleasure. Thanks
for having me.