How Leaders Unintentionally Silence Others – And Why It Matters More Than We Realize

In any leadership position, we often don’t see ourselves as intimidating figures. We assume our open-door policies and welcoming attitudes are enough to create a safe space for dialogue. Yet, the reality is that even the most well-meaning leaders can, and do, silence voices within their organizations—sometimes without even realizing it. This isn’t just a minor issue; it has profound effects on the quality of decision-making, innovation, and organizational culture.

Dialogue is crucial. When it’s missing, not only do ideas fade, but mistakes remain hidden, the decision-making process becomes narrow, and we lose that essential 360-degree view we need for robust leadership. Our team should be our eyes and ears, but if we unknowingly silence them, we risk losing vital insights and ultimately harming the organization.

Inspired by the work of Professor Megan Reitz, who has extensively explored the dynamics of silencing in leadership, let’s unpack some common traps that leaders fall into—and how we can consciously avoid them.

1. Remember How Scary You Are

Power, even perceived power, has a natural ability to silence others. Leaders often underestimate just how intimidating their titles and roles can appear. People may sit silently in meetings, fearing repercussions or judgment, only to voice their concerns afterward when it’s too late.

Way Forward: Humility is key. Leaders must actively invite others to speak, not simply announce an “open door.” It requires openly acknowledging, “I don’t have all the answers; let’s discover them together.” This sense of vulnerability can dismantle the perceived walls of authority and make space for real conversations.

2. Beware of the “Little Lists”

Most leaders have a mental list of whose opinions they value and those they don’t, often subconsciously. This list is influenced by biases, backgrounds, and even superficial judgments about who “fits.” As a result, we unintentionally disregard valuable input from those outside our favored circle.

Research shows that we’re inclined to value our own opinions or those of like-minded individuals over others, creating an echo chamber. This selective attention stifles diversity of thought and innovation.

Way Forward: Confront your “little lists.” Challenge your preferences by actively inviting diverse perspectives and questioning your biases. Remember that people bring value beyond their title, appearance, or background. Embrace the full spectrum of viewpoints, and resist the urge to filter contributions based on your personal biases.

3. Managing the “Loud Personalities”

In any group, certain individuals are more vocal, often extroverts or those with strong personalities. They may unintentionally dominate conversations, leaving quieter voices unheard. This is a common challenge in meetings, where one or two voices can overshadow the rest.

This imbalance not only discourages participation but creates a skewed view for the leader, who may assume the loudest voices represent the group’s consensus.

Way Forward: Leaders need to consciously create space for everyone to contribute. Simple practices like structured turns to speak, or asking direct questions to quieter team members, can help balance the conversation. Awareness of personality dynamics is essential to ensure all voices feel valued.

4. The “Shut Up” Signals We Don’t Realize We’re Sending

Sometimes, our very demeanor sends unintended “do not disturb” signals. It could be our posture, tone, or simply being visibly stressed or busy. I once had a patient who hesitated for years to share an issue because he didn’t feel safe enough to speak up with his previous doctors. This taught me that, as a leader or healthcare provider, our body language and signals play a huge role in creating an environment where people feel free to communicate openly.

Way Forward: Self-awareness is crucial. Recognize when you might be sending “closed” signals and find ways to remain approachable, even during busy times. Simple gestures—like putting aside your phone during conversations or giving undivided attention—can make a world of difference.

How Power Silences Others

It takes courage to “speak truth to power,” and it takes humility and skill for those in power to welcome the truth. Leaders often wonder why they don’t hear certain issues earlier or why some people hesitate to speak up, only to later discover that their very presence or mannerisms made people feel inhibited.

Speaking up is deeply relational and culturally influenced. I was surprised to learn that, despite my open-door policy, some team members still felt uncomfortable approaching me. This experience taught me that an open door alone isn’t enough; it must be paired with humility, sensitivity, and an active effort to invite feedback.

Way Forward: Realize that power creates distance, whether intentional or not. Leaders must continuously signal their openness to feedback and actively work to reduce the “power gap” by regularly asking for input, especially when it’s challenging.

Embracing Dialogue for Stronger Leadership

Silencing is subtle but destructive. It damages trust, diminishes creativity, and can ultimately lead to costly mistakes. Leaders must become aware of how their words, actions, and even unspoken behaviors influence their teams. By recognizing the ways we unknowingly silence others and taking proactive steps to invite open dialogue, we not only improve our leadership but also create resilient, innovative, and inclusive environments.

In the end, true leadership is about creating an atmosphere where every voice matters. We don’t have eyes on every side, but our teams do. When we silence them, we lose the very insights we need to navigate complex challenges. But by embracing a commitment to listen, to question, and to remain open, we foster a culture where everyone’s voice can be heard.

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