Recently a colleague told me that if asked, he tells people if you put Warrick on your committee you had better be prepared for him to speak his mind. I think that is a good thing, isn’t it? My view has always been that if I feel something needs to be said, I will say it, whether it is popular or not, because I believe that is how great decisions are made – by examining all the perspectives.
A recent article by Khalil Smith, Chris Weller and David Rock for strategy+business online (read it here) takes this idea even further. They note the statistics around medical errors from miscommunication, the growing unethical behaviour of financial institutions and the high percentage of workplace bullying and harassment that could have been minimized if employees had felt more empowered to speak up. While some leaders may worry about employees rocking the boat, the article notes that instead, such a culture actually makes for happier workers. This is due to people feeling “they can contribute their ideas, share problems, and speak up with concerns”. As a result, they are “more satisfied with their job, perform better, and are less likely to quit.”
Leaders need to model the behaviours that build and reinforce these positive habits, and the authors of the article note particularly that even the slightest social pressure can prevent people from doing what they know to be right. Where they fear backlash or negative consequences, people will not step up. The article notes a few things leaders can do to create a system where employees can feel they have a voice. A summary appears below, but the article is worth the read to get a better understanding of each one:
1. Introduce a new, shared language;
2. Give explicit cues (invitations);
3. Choose words wisely; and
4. Be an example.
By introducing these into your leadership and workplace, you will greatly enhance the possibilities of having more motivated, engaged and proactive employees.
Dr Warrick Long, Senior Lecturer and Leadership Postgraduate Studies Coordinator