Speakup Challenge
Crispina Blomker
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At a recent round table discussion I attended, CEOs of various mid to large corporations delved into the critical topic of Employee Speak-Up Culture. As a communications professional this topic struck a chord with me.
One CEO shared a disconcerting insight from a recent employee engagement survey. The question asked was: "Do you feel safe speaking up at work?" Shockingly, more than half of the respondents disagreed or strongly disagreed. This signals a pervasive culture of fear in organizations, an alarming revelation for any leader.
I've been fortunate to work with leaders who granted me the space to express a contrary viewpoint, even during times of high uncertainty and decisions involving big stakes. Regrettably, I have also encountered leaders who shut out differing opinions, and cherry-picked data for convenience, their opinions became facts, and under the guise of open conversation spoke condescendingly with employees.
Worse yet when a leader's actions contradict their words, it erodes trust and confidence among employees. What happens consequently? Employee morale becomes low, they are unable to perform their roles, and there is a loss of productivity and engagement with the organization. Feeling disenfranchised, some employees may quit, and an organization loses its valuable assets.
When employees feel safe to voice their thoughts, a wealth of benefits ensue. Knowledge is shared, creativity flourishes, and solutions develop. Collective tunnel vision is averted. An echo chamber is replaced with a symphony of diverse perspectives and points of view that an organization can leverage for informed decision-making.
Speaking up is not a casual act for the average employee; it entails significant personal risk. In conversations with my colleagues, I've learned that they fear social repercussions that could harm their reputation and career advancement. The ultimate fear is, of course, losing one's job or facing career limitations within the organization.
When an organization expresses its desire to foster a speak-up culture, it implicitly asks employees to engage in highly vulnerable behaviors. Without the necessary psychological safety, few will accept this invitation. Fear will keep them silent, substituting genuine collaboration with superficial collegiality.
2. Prioritize Unconditional Inclusion: Every team member must know that their voice holds value, every voice matters regardless of their seniority. Acceptance based on intrinsic worth lays the foundation for confidence in speaking up.
3. Encourage Disagreement: Groupthink stifles innovation. Encourage team members to voice their dissent, even if it contradicts consensus. There are no bad ideas, and every question is worth asking.
4. Welcome Challenges to Status Quo: Encourage an environment where team members feel not only safe to speak up but also empowered to challenge existing ideas and practices without fear of reprisal. Emphasize that constructive dissent is not only acceptable but valued as a catalyst for innovation and growth. This culture of open dialogue and healthy debate promotes a dynamic exchange of ideas.
5. Acknowledge and Appreciate: I cannot adopt every idea presented. However, I make it a practice to listen respectfully and express gratitude for their input. Commending employees for speaking up, even when their ideas are not implemented, fosters an environment of respect and trust.
6. Establish a Feedback Loop: I am open to listening to my team members' concerns, suggestions, and feedback. Respond with constructive feedback, recognize valuable contributions, act based on their input, and continuously reinforce the significance of speaking up.
Developing a Speak-Up culture is not just a nice-to-have; it is every leader's responsibility. Transitioning from Silence to Success in a Speak-Up Culture requires unwavering commitment. By prioritizing psychological safety, embracing differing perspectives, and acknowledging employee input, leaders can create an environment where everyone's voice is not only heard but valued, ultimately leading to a more innovative, dynamic, and successful organization.
This contest challenges teenagers to create an original video to promote awareness about the dangers of illicit opioids, fentanyl and risk of overdose. The video contest is open to all 6th - 12th grade students living in Montgomery County. Top prize is $1,000, second place is $750, third place and fan favorite winners will receive $500 all donated by The Magnolia Companies in honor of two young Montgomery County residents lost to fentanyl; Michael Pisarra and Matthew Loudon.
In keeping with this new focus, The Access Challenge today launched a new campaign, One By One: Target 2030, in partnership with His Excellency Jakaya Mrisho Kikwete, former president of Tanzania and a world-renowned maternal and child health advocate. One By One: Target 2030 will promote universal health access in Africa, focusing first on immunizations, maternal health and Neglected Tropical Diseases, ensuring that even the poorest families have access to critical health interventions.
The Access Challenge, a not-for-profit 501(c)(3) organization, inspired by a vision of a world where every person has an equal ability to survive and thrive regardless of where she or he is born, advocates for universal access to health and education. It works with heads of state and other public officials to understand and focus on particular issues; partners with cultural luminaries to bring key issues to the attention of government and corporate leaders who can galvanize support; produces high-profile public events that shine a spotlight on governmental commitments and hold leaders accountable; and launches powerful multimedia campaigns to raise broad awareness and change cultural expectations about critical access issues. Visit www.accesschallenge.org and follow us on Facebook, Instagram, Twitter, YouTube, and LinkedIn to learn more.
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'Speaking up' or the ability to effectively challenge erroneous decisions is essential to preventing harm. This mixed-methods study in two parts explores the concept of 'barriers to challenging seniors' for anaesthetic trainees, and proposes a conceptual framework. Using a fully immersive simulation scenario with unanticipated airway difficulty, we investigated how junior anaesthetists (one to two years of training) challenged a scripted error. We also conducted focus groups with senior trainees (three to seven years of training) and undertook a 'thematic network analysis' of responses. Junior anaesthetic trainees challenged erroneous decisions effectively, but trainees with an additional year of experience challenged more quickly and effectively, combining 'crisp-advocacy-inquiry challenge' with 'non-verbal cues'. Focus group analysis conceptualised a 'barrier network' with three main themes: concerns around relationships; decision-making; and risk/cost-benefit. Emotional maturity is an important protective layer around decisions to challenge. Despite significant multifactorial barriers, systematic training in effective 'speaking up' could improve the confidence and ability of juniors to challenge erroneous decisions.
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