When I first became a manager, I was so excited that I’d finally have the authority to make sure my brilliance – which the company obviously recognized by promoting me – would finally prevail in decisions that we needed to make.
It took me longer than I wish for me to realize that good decisions needed brilliance from others. I needed to start listening to the ideas that other people offered, even when they challenged my position.
But even that wasn’t enough.
For many leaders, it takes far too long to realize that some of the most crucial wisdom you can get for a decision lives inside the heads of people who rarely speak. Maybe they’re naturally quiet. Maybe they have a different background than the rest of your team. Maybe their voices have been actively silenced or mocked in previous settings.
One of the most important things you can do as a leader is to call out the silent and encourage them to share their perspectives. Depending on the situation, you may need to start with a private invitation to assure them that all ideas are welcome. Later you may be able to encourage them to speak out in public – while you actively protect them from any initial judgment from others.
I’ve helped leaders learn to speak out and share the value of their perspectives. If you’d like a partner to help you elicit participation from your quiet team members, let’s talk. Visit stevedwire.com/talk to start the conversation.
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