What’s the culture like where you work? Are people encouraged to speak up, contribute their perspective, ask questions or raise a point, even if it is not in keeping with the norm?
“Jean” was a senior leader who put her all into doing things thoroughly because she wanted to be known for excellence. She insisted her team strive for excellence, too.
“Pete” reported to Jean and was a real people person who thrived on his connections with people around the company. Pete got things done because he knew who to go to, everyone liked him, and they would do things for him that they would not necessarily do for others.
For a long time, Pete was Jean’s go-to whenever she wanted to know what was going on or who to talk with in any department, particularly if she was getting resistance to something she wanted done.
Pete was known for asking “What if…” questions. It was his way of hearing different perspectives, and it helped people think about alternative viewpoints. He learned a lot about people this way. Jean appreciated it because it made her aware of what others might think of a direction she was heading.
Then one day in a staff meeting, Jean talked about something and wanted everyone to move forward in sync with her approach. Pete asked a question to ensure he understood. Then he asked, “What if…” to get Jean to see how it might be interpreted.
She pounced. “Stop. I’m sick of you asking your ‘What if’ questions. You take up too much of my time…” and she went on to make herself quite clear.
Pete was mortified. The staff was silent. The message was clear: think long and hard before bringing up something Jean might not want to hear. It certainly had a ripple effect.
That situation came to mind as I read SPEAK-UP CULTURE / When Leaders Truly Listen, People Step Up by Stephen Shedletzky. Research has shown “our relationship with our boss has a greater effect on our health than our relationship with our family doctor… Leadership in and of itself – in all industries – is a life-feeding or life-depleting line of work. Proceed with caution and care.”
He describes a speak-up culture as “an environment in which people feel it is both safe and worth it to share their:
- ideas (even if they’re half baked),
- concerns (even if they’re unpopular and/or personal),
- disagreements (especially with senior leaders), and
- mistakes (believing it will lead to improvements, not punishments).”
I have coached leaders who work in speak-up cultures and in shut-up cultures. Not surprising, people in the former have a much healthier outlook about themselves, what they do, and what they and their colleagues can achieve.
It doesn’t matter where on the chain you are. Leaders who foster a speak-up culture positively affect the people they work with and the environment.
What can you do this week to reinforce a speak-up culture? Or introduce it where it is needed?
