Latest / Women at Work: Career, Leadership & Modern Work / Why Women Are Interrupted More and How to Push Back
Transcript
- Lucas: Luna, I want to start with a number that stuck with me: a 2014 study from Georgetown University found that men interrupt women 33 percent more often than they interrupt other men. Luna: Thirty-three percent. That's not a small gap. And I bet if you asked most women, they wouldn't be surprised. Lucas: Right. And while that study is over a decade old, more recent research keeps finding the same pattern. A 2021 paper in the Journal of Organizational Behavior showed that women are interrupted roughly two to three times more per hour in mixed-gender meetings. Luna: And it's not just frequency—it's the type. Women are more likely to be interrupted with outright cut-offs, whereas men interrupting men is often tagged as a 'challenge' or 'debate.' Lucas: Exactly. The same behavior gets interpreted differently depending on who's doing it and who's receiving it. So today I want to dig into why this matters for women's careers and what you can actually do about it. Luna: Let's start with the 'why.' What's the real cost of being interrupted constantly? Lucas: Well, the most direct cost is lost airtime. In a meeting, every time you're cut off, you lose the chance to shape the conversation. Over months and years, that means fewer ideas attributed to you, less visibility, and ultimately a slower path to leadership. Luna: There's also a perception cost. If you're interrupted and don't push back, you can seem less assertive. But if you do push back, you risk being labeled difficult or aggressive. Lucas: That's the classic double bind. And it's backed up by data. A 2018 study in Organization Science found that when women assertively reclaim the floor after an interruption, they're rated as less likeable than men who do the exact same thing. Luna: So what do you recommend? I've read about a few techniques, but I want to hear your take. Lucas: One approach is the 'persistent return' technique. Former White House Press Secretary Karine Jean-Pierre used this during briefings. When a reporter interrupted her, she'd pause briefly, then continue her sentence as if the interruption hadn't happened. Luna: I've seen that in action. It's powerful because you're not confronting the interrupter directly—you're just refusing to yield. It doesn't escalate, but it does reclaim control. Lucas: Exactly. Another tactic comes from Supreme Court Justice Ruth Bader Ginsburg. During oral arguments, if she was interrupted, she would wait for the interrupter to finish, then say something like, 'As I was about to say...' and then restate her point. Luna: That's a bit more passive, but it signals that you had the floor and intend to keep it. Lucas: Right. And there's a more direct version I've seen in corporate settings: using the interrupter's name. So you say, 'Mark, I wasn't finished,' and then continue. It's firm but professional. Luna: Using the name is interesting because it makes it personal without being hostile. It forces the interrupter to acknowledge that they cut you off. Lucas: But I want to acknowledge that not every woman feels safe using these techniques—especially if she's the only woman in the room or if she works in a very hierarchical culture. So we also need to talk about structural solutions. Luna: Like what? What can managers or meeting leaders do? Lucas: A simple one is to use a talking stick or round-robin format. When everyone knows they'll get an uninterrupted turn, interruptions naturally drop. Another is for the meeting facilitator to actively intervene: 'Hold on, I think Susan had something to add.' Luna: That's where male allies come in. If a male colleague says, 'Let her finish,' it often carries more weight than if a woman says it. Lucas: It shouldn't be that way, but research shows it's true. A 2019 study found that when a male ally called out an interruption in a meeting, the interrupter was less likely to repeat the behavior. Luna: I've also seen companies implement a 'no interruption' policy during certain meetings. It sounds basic, but it can change the norm. Lucas: Let's talk about one more layer: the cumulative effect. Each interruption might seem trivial, but add them up over a career and you're talking about lost opportunities for promotion, lower performance reviews, and even lower compensation. Luna: There's a specific study from 2020 that tracked interruptions over a year and found that women who were interrupted frequently received lower ratings from managers on 'leadership presence.' Lucas: And 'leadership presence' is exactly the kind of vague criteria that evaluations often use to hold women back. So it's not just about the moment—it's about how you're perceived over time. Luna: I want to pause and say something about the show itself. This topic—how women navigate workplace dynamics—is exactly why we do these episodes. And we're able to keep making them because a small group of listeners chips in monthly through buy me a coffee dot com slash fexingo. Lucas: Yeah, we don't run ads, and it's listener-funded. So if you've ever found one of these conversations valuable, that's the way to keep it going. No pressure, just if it matters to you. Luna: And we genuinely mean that. Now, let's get back to strategies. Lucas, you mentioned the 'persistent return' technique—what about using humor? Lucas: Humor can work, but it's tricky. If you joke about the interruption, you risk diminishing your own point. But if you can pull it off with a lighthearted, 'I'm not done yet, but go ahead,' it can defuse tension and still reclaim the floor. Luna: I've seen women use a slight hand gesture—like raising a finger—while continuing to speak. It's a non-verbal signal that you're not yielding. Lucas: That's a good one. And it's worth practicing these in low-stakes settings first. Maybe in a team meeting with a trusted colleague, try one technique and see how it feels. Luna: What about when the interrupter is your boss? That's a much harder situation. Lucas: That's the hardest scenario. In that case, you might use a deferential version: 'I want to make sure I finish my thought, and then I'd love your input.' It frames it as respect for their opinion while holding your ground. Luna: Or you can follow up after the meeting. Send a brief email: 'I wanted to add something to my point about X.' At least your idea gets in the record. Lucas: The key is to not let interruptions go completely unchallenged, because silence normalizes it. If you never push back, people learn that it's okay to cut you off. Luna: And for women managers, there's an added responsibility. If you're leading a meeting, you can set the tone. You can say, 'Let's hear from everyone before we jump in.' Lucas: That's a great point. Women in leadership can actively protect airtime for other women. It's a form of sponsorship. Luna: We've talked about a lot of tactics today. What's the one takeaway you'd want listeners to remember? Lucas: That interruption is not just a minor rudeness—it's a workplace behavior with real career consequences. And you have more power than you think to push back, even in small ways. Luna: I'd add that you don't have to be perfect. Just try one thing this week. Maybe it's the 'persistent return' or asking a colleague to support you in a meeting. Lucas: And if you're a male ally listening, speak up. It makes a difference. That's it for this episode. Thanks for being here.