During a project planning session, a colleague suggested an idea, and someone replied, “Oh, that’s cute, but let’s see what the senior team thinks.” It seemed harmless at first, almost joking, but the subtle dismissal was clear. The idea, and the person presenting it, were being minimized. This is a microaggression: a small, often unconscious comment or action that conveys bias, undermines credibility, or diminishes someone’s contributions.

Microaggressions are common in workplaces, and research shows they have cumulative effects. Unlike overt discrimination, they are subtle and easily dismissed, but they affect confidence, engagement, and mental wellbeing. Employees exposed to repeated microaggressions report higher stress, lower job satisfaction, and even physical symptoms like headaches or disrupted sleep.

Identifying microaggressions is the first step. They can take many forms: comments about gender, age, background, or experience; subtle exclusion from meetings or decision-making; or assumptions about competence. Often it’s the repeated pattern, rather than a single comment, that has the greatest impact.

Managing microaggressions requires both personal and organisational strategies. At an individual level, documenting incidents, setting boundaries, and calmly addressing behaviour, either in the moment or afterwards, can help reclaim the agency. At a team or organisational level, awareness training, open dialogue, and clear reporting or support mechanisms shift culture over time.

Observing microaggressions, and seeing how leaders respond, highlights an important lesson: silence allows bias to persist. Speaking up, offering support to colleagues, and modelling respectful behaviour doesn’t just protect individuals, it fosters a more inclusive, productive, and psychologically safe workplace.