How do you achieve obedience?

"How do you achieve obedience in a team?" I was recently asked in an interview.

People are afraid to ask questions or challenge those in higher positions, the management. And the leaders, in turn, do not like to be questioned. In my opinion, this is a natural human trait, a relic of old traditional societies.

In many countries, especially with a totalitarian past, a "strong hand" in management is synonymous with order, stability, and career growth. But the same leaders, business owners and even most people at the same time want initiative, development, and growth. For me, this is like running in different directions - it is not about progress, but about stagnation.

Perhaps there are areas of life where obedience, respect for "elders", the authority of the position and past achievements are important, but I strive for the opposite and consider encouraging initiative and freedom of speech in the team to be my achievement.

"How do you achieve obedience in a team?" I do not strive for this at all - I fight it. "Either I convince, or I am convinced."

“Unfortunately, we are not ready to invite you to the next stage,” they replied.