Part 2: Silence, Status, and Speaking Up: Navigating Participation in Multicultural Meetings

In culturally diverse meetings, participation is never as simple as “Speak when you have something to say.” Depending on the cultural context, that invitation might feel empowering or intimidating. Some participants will speak freely. Others will wait, watch, or withhold their views out of respect, caution, or deference to hierarchy.

When we expect everyone to participate the same way, we miss valuable input and risk misreading silence as disinterest or worse, agreement. This is where culturally intelligent leaders shine: not by demanding more talk, but by understanding the signals beneath the silence. By recognizing how power, politeness, and process differ across cultures, we can create spaces where people contribute authentically even if they contribute differently.

Why Participation Looks So Different Across Cultures

What counts as “good participation” is culturally defined. In many Western business cultures, contributing early, offering opinions, and even disagreeing openly is seen as engaged and proactive. But in many Asian, Middle Eastern, and Latin American contexts, jumping in too quickly may appear disrespectful or self-promoting, especially if senior leaders are present.

As David Livermore writes in Leading with Cultural Intelligence:

“In some cultures, it's a sign of respect to remain quiet and listen before speaking, while in others, silence is interpreted as a lack of ideas or initiative.”

This difference can lead to subtle misjudgments: assuming someone is passive, when they’re simply being thoughtful. Or thinking someone is dominant, when they’re just culturally conditioned to speak early and often.

Example 1: The Quiet Contributor Who Wasn’t Checked In

During a global product team meeting, an engineer from China remained largely silent while the rest of the team brainstormed openly. The Western colleagues assumed he didn’t have strong views. But after the meeting, in a one-on-one follow-up, he offered several brilliant insights and concerns - ones that could have shaped the discussion.

Why didn’t he speak up? In his cultural context, publicly disagreeing with others especially superiors is discouraged. Speaking privately and after reflection felt more respectful. The issue wasn’t lack of engagement, it was cultural expectation.

Had the meeting included round-robin sharing or anonymous digital feedback tools, his voice might have emerged earlier and more visibly.

How B.A.L.A.N.C.E. Supports Inclusive Participation

Using your B.A.L.A.N.C.E. lens, you can create more psychologically safe meetings that make space for all voices, not just the loudest or most culturally “fluent.”

A – Acknowledge Differences in Participation Norms

Notice who speaks and who doesn’t and resist the urge to judge. Are participants waiting for their turn because they’re passive, or because their culture teaches them to defer? Recognizing this distinction is key to fostering real inclusion.

N – Nurture Alternative Avenues of Expression

Not everyone needs to contribute verbally on the spot. Some participants may be more comfortable writing feedback, speaking in small groups, or responding after reflection. Create layered opportunities for participation, such as:

• Sending agendas and questions in advance

• Asking open-ended questions and allowing silence

• Checking in privately post-meeting

  
  

By building in flexible ways to contribute, you show respect for diverse thinking styles and you often get more thoughtful input in return.

Example 2: The Manager Who Misread a Team’s Silence

A U.S. manager leading a multicultural project team grew frustrated after several virtual meetings. He felt no one was contributing ideas or voicing concerns. “I’m not sure they even care,” he confided.

In truth, the silence came from uncertainty. His fast-paced style, lack of agenda, and informal tone created anxiety, particularly for the Indian and Eastern European team members who were used to more structured, senior-led discussions. They didn’t feel safe to improvise or “think aloud” in real time.

Once the manager slowed his delivery, clarified expectations, and explicitly invited feedback, participation increased. He also appointed cultural liaisons in each region to surface questions and feedback between meetings, creating trust through structure.

From Silence to Signal: Reframing the Moment

In many cross-cultural meetings, silence is not the absence of contribution, it’s a signal. It may reflect:

• Respect for hierarchy

• Internal processing

• Concern about offending

• A cultural rhythm that values thoughtfulness over speed

  
  

As a leader, your role isn’t to fill the silence,but to make space for it. To allow room for deeper engagement to emerge, even if it looks different than you expect.

Practical Ways to Encourage Diverse Participation

• Open with a tone of curiosity and humility

• Use pause and reflection intentionally, don’t rush to fill gaps

• Ask culturally sensitive, open-ended questions (e.g., “What are your thoughts on this approach?” instead of “Do you agree?”)

• Consider multiple feedback formats: written, verbal, group, one-on-one

• Balance structure with flexibility, some cultures thrive with clear roles, others with open dialogue

  
  

Participation Is Cultural, Not Personal

When we understand that participation is shaped by deeply rooted values - not personality or competence, we become more effective leaders and communicators. We begin to draw out the best in our teams and clients, no matter their background.

Creating inclusive meetings is not about getting everyone to speak more. It’s about creating conditions where everyone can speak if and when they choose.

Coming Next in the Series…

In Part 3, we’ll explore how to create alignment in multicultural meetings where goals are shared, expectations are clear, and decisions are truly understood across cultures.

Bring B.A.L.A.N.C.E. to Your Meetings

The B.A.L.A.N.C.E. program helps international professionals and leaders:

• Decode participation patterns across cultures

• Facilitate inclusive, engaging, and respectful meetings

• Develop presence and emotional intelligence in high-stakes communication

  
  

Whether you’re leading hybrid teams, client presentations, or global discussions, B.A.L.A.N.C.E. helps you show up with intention, flexibility, and cultural insight.

👉 Explore the program or book your first session here

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Linda Salamin

Executive Communication Coach and Cross-Cultural Trainer

Creator of the B.A.L.A.N.C.E. Communication Method

www.beeenglish.ch

Helping Professionals Communicate with Clarity, Confidence, and Cultural Awareness.