5.26.22 – Forbes
Speaking up about concerns, grievances, ideas and other sensitive topics can make some employees feel fraught with anxiety. Some may get so overwhelmed by the idea of voicing anything less than a totally optimistic viewpoint that they never consider speaking up, even when they really need to.
It’s important for managers and leaders to create a culture where employees feel encouraged to speak up. Below, 15 members of Forbes Coaches Council discuss various ways for managers and senior company leaders to encourage employees to be more vocal about things they feel awkward or uncomfortable bringing up.
1. Set An Example Using Coaching Skills
People are constantly weighing safety and risk in organizations. The experience employees have with the organizational culture will influence most of their decisions. High-value teams are open to a diversity of thought and experience. Managers and leaders can influence the employee experience and set the example by using the coaching skills of listening to understand and appreciative inquiry. – Laurie Cozart, Brain Squared Solutions Inc.
2. Set Clear Expectations And Boundaries Around Norms
Per Amy Edmondson’s research, the leader needs to set the stage first. Set clear expectations and boundaries around the norms of speaking up. You must be clear on the “why,” and it must be authentic. Then, in all meetings, constantly invite people’s input and ensure that everyone has a voice. Finally, when people do speak up, reward them and respond productively. Always say “thank you” and smile. – Alex Draper, DX Learning Solutions
3. Build An Inclusive Culture Of Communication
As a collective group, we can’t get better if we are not aware and have not acknowledged concerns in the workplace. The building of an inclusive culture of communication and acceptance without singling anyone out specifically can be accomplished with regular engagement and team-building activities to enhance communication and add in a personal element of fun around a topic that may be challenging. – Sara Phelan, Evalu8-Evolve Business Coaching
4. Be Sincere, Authentic And Caring
It is important to create an open-minded culture within a team or company. Actions speak louder than any words can, and this needs to be lived in order to create trust. Managers and leaders need to be sincere and authentic. In the end, it is all about caring, empowering, showing support and acting always that way. Gossip, ego and the creation of fear are the killers. – Melissa Leich, Growfused
5. Provide Opportunities For Feedback
In order to be inclusive of thoughts from those who are anxious about discussing sensitive topics, leadership should regularly provide the opportunity for anonymous feedback—for example, through a digital form. Anonymity allows individuals to be more open and honest without the fear of being embarrassed or facing some sort of retribution. – Luke Feldmeier, Online Leadership Training – Career and Leadership Accelerator for Engineers
6. Respond Quickly, Respectfully And Visibly To A Current Issue
To help your team feel more comfortable sharing their concerns or ideas, demonstrate that it is safe to do so by responding quickly, respectfully and visibly to a current issue (whether their concerns have been articulated or you simply sense the objections or ideas). Although it might not be possible to fully accept your team’s ideas, make an effort to listen and implement as much of their input as you can. – Vered Kogan, VeredKogan.com
7. Keep Feedback Requests Limited And Specific
To foster an environment where employees will share frequent and helpful feedback, first, keep the feedback request limited and specific—ask, for example, “What do you want me to start doing, stop doing and continue doing?” Second, periodically ask for anonymous feedback, such as through 360-degree reviews. Third, show appreciation for all feedback. Finally, openly share the feedback received and what you’re going to do with it. – Robin Elledge, Janus Coaching + Consulting
8. Reframe Their Experience And Reward The Right Behaviors
Reframe their experience, reward the right behaviors and discourage the wrong ones. Once it becomes clear to the employees that not speaking up means their problems do not get solved (and indeed, get worse), the discomfort of speaking up is going to be less than the pain of dealing with more serious issues in the near future. Employees will then be much more likely to bring up their concerns. – Csaba Toth, ICQ Global
9. Create Inclusive Spaces And Opportunities
Inclusivity enables employees to feel respected and embraced for both their similarities and their differences. This, in turn, builds employee engagement and a plethora of wonderful outcomes for people and business. Create inclusive spaces and opportunities at every turn—from the work/projects employees are doing to meetings and working committees—where each employee can elevate their voice without fear or prejudice. – Arthi Rabikrisson, Prerna Advisory
10. Turn Off Your Defense System
It can be tempting to want to justify or explain any constructive feedback you get from your employees, but the most important thing to do first is to just listen. When you create a safe space for others to share without fear of judgment, your employees will be more open to expressing themselves. Creating a vulnerable space can go a long way in building trust. – Josephine Kant, Google for Startups
11. Share Your Own Vulnerabilities
Set an example; actually, set many examples. Be the first to share things that make you feel vulnerable so that team members can see that you walk your talk and that this is a safe space for them to share. Encourage people in one-on-ones to share with you what they consider a safe space to share—it may be a little different or very different from your definition. – Micha Goebig, Go Big Coaching & Communications, LLC
12. Create A ‘Voice Of The Employee’ Bulletin Board
One of the best mechanisms I am aware of is known as the “Voice of the Employee” board. This can be a physical or virtual bulletin board where employees are encouraged to post positive and constructive comments publicly, with or without their names. The senior leadership team should review the board daily and post the name of the leader who will dive into each comment with their response. – Robert Valentino, Lean Coach®
13. Have Weekly Or Biweekly One-On-Ones
When there are systems for such discussions to happen in place, hard conversations can become normative and less stressful. Having a dependable process of weekly or biweekly one-on-ones with direct reports—with an agenda item that specifically asks, “Is there anything that you are feeling awkward or uncomfortable with?”—is a great start. – Natasha Ganem, Lion Leadership
14. Share Your Own Perspectives And Opinions
People will not speak up just because it is declared that it is safe to speak up. Leaders should openly share their perspectives and not act like “robots” asking their teams to “speak up.” Leaders have their perspectives and opinions that they can share without jeopardizing the company’s decision-making or performance. If they would do it, they would immediately open the door for their teams to do the same. – Gorana Sandric, Sandric Consulting GmbH
15. Reframe The Perception Of The Feedback Loop
In some cultures, the perception of negative feedback goes against the grain, as it is seen as a “whining,” “weak” or “not-a-team-player” mindset. Consider reframing the perception so that people understand the feedback loop is for the positive growth of the company and individual. Feedback needs to be actively invited, then rewarded with transparent dialogue and action as part of the feedback review process. – Anna Tan, Coaching Go Where
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