Breaking Patterns That Create Negative Impact Addressing the bias known as sunflower management

As coaches, how can we help others feel safe enough to challenge ideas, take risks, and speak their minds at work? You’ve likely come across the term “psychological safety” in workplaces, government departments, and even community organizations. This concept offers us a golden opportunity, as coaches, to make a tangible difference by ensuring that every voice is heard.

?

As a team coach, I know that it’s not my place to dictate to a CEO or their team what needs to be done. However, I can support them in seeing what is happening or unfolding within their teams and across their organization. So, how do I do that?

?

In a nutshell: by breaking patterns. Let me explain.

?

A few years ago, I was brought in to coach a leadership team at a multinational organization in the retail sector. They were undergoing a cultural transformation exercise, aimed at reshaping the way they worked, their leadership approach, and the overall mindset of its people.

?

This exercise involved not only processes and structures but also, redefining how people would collaborate and make decisions. It was a major strategic shift.

?

Their CEO, Adam, a charismatic and highly respected leader, opened the team meeting with a bold invitation: “I want to hear all of your ideas. Let’s challenge each other and truly explore all the risks and opportunities of this project.”

?

The room fell silent. As a coach, I am intimately familiar with this dynamic.

?

Junior team members glanced nervously at Adam, waiting to gauge his reaction. Some team members repeated Adam’s key points, rewording them to appear more engaged.

?

When questioned about what they shared, each appeared hesitant, and words were carefully chosen. This is the classic case of sunflower management — a bias where team members orient themselves towards the perceived or expressed view of their leader. This bias not only stifles creativity, it weakens decision making.

?

More importantly, it’s often an invisible force at work. I’ve seen this play out in countless organizations, particularly in cultures with strong hierarchies.

?

This is not simply a case of deference to authority, it’s tied to psychological safety.

?

So, what do you do to address this, as a coach?

?

Here are four strategies that I’ve found effective in group coaching sessions — and they really work!

?

#1 Reveal the System

?

I invite the team to reflect on their decision making process. These questions below can be great for starting a conversation:

?

●????? How did you decide on the points to share today?

●????? Did you hold back on any of your ideas, and if so, why?

●????? Who spoke first, and how did that shape the conversation?

?

These questions help raise awareness about how social biases are influencing the group dynamic.

?

#2 Create Space for Independent Thought

?

Before we dive into any discussion, I will introduce “silent brainstorming”.

?

I encourage everyone to write down their thoughts individually before sharing them. This prevents the CEO’s opinion from anchoring the conversation too early.

?

This is a gamechanger.

?

#3 Encourage Rotating Leadership

?

I also propose that different team members take turns leading discussions. This shifts the focus away from the CEO’s views and promotes more balanced participation.

?

#4 Offer 1:1 Coaching with the CEO

?

I typically schedule separate coaching sessions with the CEO to explore their role in shaping team dynamics.

?

I ask broad questions such as:

●????? What signals do you think you might be sending (intentionally or otherwise) that could influence how openly people speak up?

●????? How do you usually react when someone disagrees with you?

●????? Could your reaction shape your team’s willingness to challenge ideas?

?

I find that these questions often give the CEO a lot to reflect on because many CEOs do not realise just how much their presence alone can sway discussions.

?

Sunflower management is just one of many biases that exist within teams and organizations. These biases can be deeply embedded, often operating beneath the surface.

?

Our job as coaches is to bring these biases, patterns, and more into the light. When we do so, we help create environments where true dialogue can emerge — and that’s where the magic truly happens.

?

If you’re looking for support to strengthen your coaching practice or would like to explore this issue in more detail, let’s chat.