Research from the Kellogg School of Business reveals a major flaw in typical meetings: a few dominant voices monopolize the conversation. This prevents a diverse range of ideas from being heard and can lead to an overweighting of less-thought-out suggestions, ultimately harming decision-making.

As leaders become more senior, people are less likely to share bad news or dissenting opinions—they become 'taller, funnier, better looking.' To break this echo chamber, leaders should let junior people speak first in meetings, ensuring a diversity of opinions before their own view narrows the conversation.

The beginning of a conversation involves a subtle negotiation where participants use small cues and experiments (like interrupting or using a casual tone) to establish the interaction's rules. The goal isn't to win, but to understand what the other person wants from the dialogue.

Effective product managers recognize and adapt to social power dynamics. This can mean participating in uncomfortable but necessary social rituals, like laughing a bit too hard at a boss's joke. Completely opting out of this 'game' can be perceived as aloofness and may result in being overlooked.

When interrupted, avoid eye contact with the interrupter to prevent shifting the group's focus to them. Instead, look at others, use a hand gesture to signal 'stop,' state your intention to finish ("I'm going to finish"), and crucially, do not pause, as pausing invites them to continue.

Dysfunctional meetings are often a symptom, not the root problem. When clear communication channels are lacking, employees default to meetings because they are highly visible, creating a performance of productivity, and they effectively hijack others' attention, making them a blunt tool for getting noticed.

Your physical presence extends to the space around you, nonverbally communicating status. Withdrawing into your space signals inferiority, while pushing into others' space signals superiority. Acknowledging and respecting shared space is crucial for establishing equality and psychological safety.

A subtle but effective way to manage workplace interruptions is to avoid physically orienting your body toward the person. Acknowledge them verbally to not be rude, but keep your posture directed at your work. This non-verbal cue signals that the conversation should be brief, allowing you to maintain focus without creating conflict.

Being interrupted by a direct superior reflects an expected power dynamic and likely does not harm your credibility. It's more strategic to conserve your social capital and focus on addressing interruptions from peers or juniors, as those can actively undermine your perceived authority.