#PEOPLE · LinkedIn original
Monday, 9 a.m., strategy meeting. Someone asks a critical question. Ten people nod. Nobody disagrees.
Monday, 9 a.m., strategy meeting. Someone asks a critical question. Ten people nod. Nobody disagrees.
One response is: ‘Why did nobody say anything?’ The other: ‘What made you feel uncertain about saying it?’
The first question looks for someone to blame. The second looks for the cause.
The difference determines whether your team stays silent again next time.
Silence is rarely convenience. It is self-protection.
In a retrospective, nobody initially said anything about a disputed decision. Only when I asked what was holding them back did three blockers come to the table within twenty minutes. The blockers were never the problem. The silence was.
Research shows that psychological safety increases learning, performance and commitment. Yet middle management often reports the lowest levels of safety – precisely where most decisions are prepared. No wonder, then, that poor decisions emerge exactly where nobody disagrees any more.
Leadership determines not just what is said. It determines whether anything can be said at all.
Where in your team did nobody last speak up, even though there were reasons to do so?
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