What do you do if team members are afraid to speak up about their concerns?

Para criar uma equipe de alta performance é fundamental reconhecer o valor da diversidade, do poder do grupo (vs individuo) e promover um ambiente onde todos se sintam seguros para contribuir e expressar suas reais preocupa??es. A cria??o de uma cultura de seguran?a psicológica é essencial e a chave está em estabelecer uma atmosfera acolhedora e inclusiva. é crucial criar oportunidades regulares para o diálogo aberto e feedback construtivo, que podem incluir sess?es de brainstorming, reuni?es de equipe dedicadas à comunica??o aberta ou até mesmo sess?es de feedbacks individuais e/ou programas de mentoria que incentivem a troca de ideias. Ao reconhecer e celebrar as diferen?as individuais, construímos um ambiente mais rico em perspectivas.

Uma das principais miss?es de um lider é escutar! E escutar os mesmos e as mesmas idéias é um erro comum! Para criar solu??es ou processos criativos devemos escutar ideias diferentes, pessoas que pensam diferente!! Diversidade é uma sacada!

I'm my experience, the leader should create and environment in which team members feel confident that their concerns will be taken positively. Encouraging and rewarding contributions is essential.

Como líder siempre buscamos generar entornos de escucha y co-creación con los colaboradores, esto nos permite tener mejores sinergias y éxitos en los objetivos planteados. El ser parte de ellos nos ayuda a crecer como equipo por medio de las ideas y experiencias desde la diversidad de conocimientos, origines, culturas y conocimiento.

Ante un entorno de cambio es común que las personas tengamos preocupaciones, es crucialmente importante como líder empatizar con nuestro equipo, romper las barreras sin perder el respeto y poner en práctica la escucha activa. Un buen inicio para alentarlos a compartir es iniciar a contar alguna preocupación que tuvimos en el pasado, como la manejamos y como la superamos. Es crítico no obligar la participación, algunas personas prefieren reflexionar con introspección.

Setting clear expectations for communication and fostering a culture of open dialogue can help alleviate fears of speaking up. When team members understand the norms for sharing concerns and providing feedback, they may feel more comfortable expressing their thoughts and opinions.

Creating an environment where open communication is the norm requires more than good intentions; it needs clear rules and defined expectations. Establishing how we express ourselves and collaborate makes the difference between silence and synergy. By defining objectives, roles, and responsibilities, as well as promoting respectful language and active listening, we not only build a team but a safe space for dialogue and mutual growth. On this path, consistency and fairness are our best allies

Proatividade e independências s?o características fundamentais em grandes profissionais, mas devem ser utilizadas para o aprimoramento das atividades e fun??es já definidas pelo líder, e n?o para descobrirem e definirem por si só, suas respectivas atribui??es e responsabilidades. Um verdadeiro líder deve estabelecer claramente as atribui??es e expectativas a cada um de seus liderados, assim como a vis?o coletivas e os resultados esperados pela equipe em geral, diante de um projeto ou atividade.

Set clear expectations for communication within the team. Establish norms that encourage open dialogue, respect for different viewpoints, and constructive feedback.

La claridad en las expectativas se logra mediante la creación de una carta de equipo o un acuerdo de equipo, donde se detallen explícitamente los valores, las normas de comunicación y los comportamientos esperados. Este documento, co-creado por todos los miembros del equipo, actúa como un contrato social que fortalece el compromiso con un ambiente de trabajo respetuoso y colaborativo. La revisión periódica de esta carta puede asegurar su relevancia y efectividad continuas.

Effective communication is more than establishing channels; it requires building trust where speaking up is valued, not punished. As leaders, we must lead by example, actively listening, encouraging diverse perspectives, and seeking out concerns that may trouble our team—all while proactively and clearly putting across necessary information within the organization. While solutions are important, creating a supportive environment where concerns are addressed constructively is equally necessary. This shift from blame to resolution empowers our teams and leads to a culture of open communication.

As pessoas precisam de um ambiente seguro psicologicamente para desenvolver a capacidade de externalizar e discutir sobre os problemas ou solu??es. Esse ambiente é construído por comportamentos que orientam, incentivam e recompensam as discuss?es divergentes e permitem que as pessoas assumam sua personalidade e autenticidade, mesmo e, principalmente, que n?o pensem ou ajam como as outras pessoas.

In my experience, sometimes team members don’t voice their opinions in fear of being singled out. My suggestion is to have each team member write their response/solutions/feedback onto post it notes (anonymously). Put up all responses/solutions onto a board so all can be seen at once. Then have each team member vote at the same time by putting a dot on the notes they wish do discuss. This can all be done in complete silence. The highest voted notes then get discussed openly. This gives opportunity for everyone to have their say and in turn build team moral and trust for further future open conversation.

Como líder devemos criar mecanismos e oportunidades que facilitam e encorajam as pessoas contribuir com idéias! Muitos líderes n?o querem ouvir , querem apenas que validem as suas próprias idéias!

Scheduling a one on one discussion with subordinates is a good idea. The leader must also have an approachable demeanor and attentive to the unspoken voice of their subordinates.

If your team members are afraid to speak up and you put the team together then I am afraid it is your fault as manager / team leader. People only speak up if they believe in the task AND they feel they will be listened to. It is your job as team leader to get everyone working in the same direction and to encourage everyone to do their best and contribute what they can. If that isn’t happening then the first thing you need to do is start listening better to what they are saying. Listen more. Judge less. Act swiftly on the good input. Leave aside the poor input and when you have time explain why. A team feeling confident to contribute is a sign of good leadership. A team that is afraid to contribute indicates the opposite.

Cuando hablamos de cambios de comportamientos positivos la clave es trabajar en los valores deseados que se espera del equipo. Cuando he liderado procesos de transformación cultural, hemos iniciado por identificar los valores que se busca que se vivan realmente en la organización. Luego de esto, identificamos los comportamientos positivos que reflejan estos valores y también identificamos los comportamientos negativos que no reflejan nuestros valores. Todo esto funciona si el liderazgo lidera a través del ejemplo, en el liderazgo deben ser los primeros en vivir estos comportamientos y que reflejan los valores que buscamos fomentar.

As a leader, modeling open communication and actively encouraging team members to voice their concerns can set a positive example. Celebrate instances where team members speak up, and demonstrate that their input is valued and respected.

Lead by example by actively listening to team members, asking for their input, and responding constructively to feedback. Encourage others to do the same and praise instances of open communication.

Siempre debes pensar que tienes a miembros de tu equipo que son capaces de rebasar sus propios límites y crecer dentro de la organización. Eso llevará a tener un equipo en constante crecimiento que quiera ir por logros y objetivos mas desafiantes, que podrá convertirse en un círculo virtuoso con una dinámica en constante movimiento y siempre hacía adelante.

Identify and address any barriers or challenges that may be preventing team members from speaking up. This could include addressing power dynamics, cultural differences, or previous negative experiences. By actively working to remove these obstacles, you can create a more inclusive environment where everyone feels comfortable sharing their concerns.

Dealing with the hurdles and difficulties that hinder communication is crucial, for building an strong team. Issues like lack of trust, fear of conflict or failure act as roadblocks that can be tackled by establishing an encouraging atmosphere. Providing training in communication and teamwork skills like listening and empathy not gives the team essential resources but also enhances the foundation of trust among members. Supporting individuals, in handling their emotions and offering feedback are actions to drive the team towards shared achievements.

As vezes uma pessoa é muito tímida ou está com um bloqueio e teria muitas idéias excelentes para expor! Que trabalho pode ser, mas vale a pena se esfor?ar para que esta pessoa supere esses obstáculos! Calma, empatia e inteligência s?o requisitos de um bom líder!

Identify any barriers or challenges that may be preventing team members from speaking up, such as fear of judgment, hierarchical structures, or past negative experiences. Take steps to address these issues and create a supportive environment.

Es crucial identificar no solo las barreras externas, como las estructuras jerárquicas, sino también las internas, como el miedo al rechazo o al fracaso. La implementación de sesiones de "tiempo seguro", momentos dedicados durante las reuniones donde se anima a compartir abiertamente sin juicio, puede ser una técnica efectiva. Además, la formación en resiliencia y gestión del estrés puede equipar a los miembros del equipo con habilidades para manejar mejor las preocupaciones y los desafíos.

"Errar é humano, persistir no erro é burrice" é a forma clara do português dizer que o erro é comum mas que devemos aprender com eles a fim de n?o serem repetidos. Mas ainda devemos ter no??o clara que errar é irremediável, porém mitigável. Procurar por solu??es e recursos mais eficientes nos processos é fundamental para evitá-los. Diante de erros, a divulga??o pelo líder entre a equipe é imprescindível, de maneira a n?o evidenciar os responsáveis mas para esclarecer o ocorrido, o que (n?o) deveria ter sido feito e as li??es aprendidas. Por outro lado, diante de acertos e melhorias dos processos, o líder deve também divulgar à equipe, e dessa vez o anonimato é dispensável pois passa a incentivar os envolvidos a buscarem melhorias.

Innovation by its very nature has failures as an integral part of the journey towards success.While it is easy to celebrate success, culture of innovation that encourages team players to open up about challenges is making heroes out of people who are responsible for delivering failures. Conventional habit of expecting miracles just around the corner will resist failure acknowledgment & we will end up damaging both confidence & resources. As part of the standard process, there should be an option to fail. Standup meetings should applaud team members who are willing to take the risks. From a business ROI standpoint, it is key to document the failures for easy access for all. Learning from others failures is a more smarter way of working.

: Recognize and celebrate instances where team members speak up and share their concerns, even if the outcome is not always perfect. By acknowledging both successes and areas for improvement, you demonstrate a commitment to continuous learning and improvement, which can further encourage open communication within the team.

La adopción de un enfoque de "fracaso inteligente", donde los errores se ven como oportunidades de aprendizaje, puede fomentar un entorno más seguro y abierto. Celebrar los éxitos, tanto grandes como peque?os, mediante reconocimientos personalizados o reuniones de celebración, puede reforzar positivamente la contribución de cada miembro del equipo y promover una cultura de aprecio y reconocimiento mutuo.

Olá, desenvolver uma atmosfera de confian?a, reciprocidade, curiosidade e desafios contribui muito para uma cultura de inova??o. As contribui??es brotar?o espontaneamente das pessoas quando elas sentirem isso. Formular perguntas no dia a dia é uma maneira de estimular essa energia. :)

I would list some additional ideas: - lead by example; - create a psychological safety for the people to feel fine to share; - and last but not least maybe understand better why people are “scared” to share their thoughts

Indeed, each team member has their specificities, susceptibilities... However once you are managed to (a) build safe spaces (b) recognize what has been achieved individually towards common goals Their comfort/comfidence will be increased, and speak up will come with honesty & integrity

As a seasoned leader, when we adopt a mindset of continuous learning, offer our insights, and foster a culture of compassion, we are better positioned to genuinely understand and value the thoughts and perspectives of those around us.

One approach I found quite effective in addressing reluctance to express concerns is introducing a "reverse feedback" program. Here, team members share their concerns not about colleagues' work but about their own performance. This creates an environment of mutual vulnerability, where everyone is open to receiving constructive feedback. This approach not only breaks down barriers but also fosters a culture of continuous learning and personal improvement, promoting a more resilient team willing to share concerns.

Continuously evaluate and refine your approach to promoting open communication within the team. Solicit feedback from team members on how communication can be improved and be willing to adapt your strategies accordingly. Additionally, consider providing training or resources on effective communication skills if needed.