During a critical phase of a complex software integration project, where I was serving as the project manager, my primary task was to ensure our cross-functional team delivered on time and within budget. We were conducting mid-project performance reviews, and my direct lead provided feedback that genuinely surprised me. He said, 'Your technical depth is a huge asset, but sometimes in team meetings, your detailed explanations can inadvertently cut off discussion from less technical team members, making them hesitant to contribute.' My initial reaction was a mix of surprise and defensiveness, as I believed I was just being thorough and ensuring everyone understood the technical nuances.

However, I took a moment to reflect and realized the validity of his observation. I scheduled a follow-up one-on-one with my lead to clarify specific instances and get concrete examples. I then consciously began to change my approach in team meetings. My actions included actively practicing asking open-ended questions, deliberately pausing after explaining complex concepts to invite input, and making eye contact with quieter team members to encourage their participation. I also started circulating short technical pre-reads before key discussions, allowing everyone to digest complex information at their own pace and come prepared with questions.

The result was a noticeable improvement in our team's dynamics. Meetings became significantly more inclusive, with a broader range of contributions from all team members, regardless of their technical background. This improved cross-functional understanding and buy-in ultimately boosted our project velocity and overall team morale. Personally, I developed much stronger facilitation and communication skills, which have proven invaluable in every subsequent leadership role I've taken on.