In many workplaces, reports are created out of habit rather than necessity. One of the best pieces of advice I received was, “Stop producing a report and see if anyone notices.” So, I put it to the test.
I stopped producing a particular report in April 2024. Silence. Nothing. Not a single query—until February 2025. That’s ten months later when my manager finally asked what had happened to it.
I explained that I had discontinued the report because no one had requested it. Instead of considering whether it was genuinely useful, my manager quickly justified its existence, insisting that Finance should continue producing it since it didn’t take much time. However, no one had asked for this report in ten months. If it were truly essential, wouldn’t it have been noticed much earlier?
Rather than an open discussion about whether the report was necessary, the conversation became an exercise in managerial authority. I realised this was not a dialogue—I was being told, not asked. At that moment, I disengaged. The decision had already been made, and pushing back seemed like a waste of energy.
The Real Issue: Lack of Open Dialogue
At first, I was frustrated. Even if the report only took 10 minutes a month, that still added up to two hours over two years—time that could have been spent on work that truly added value. If the report was needed, couldn’t Finance simply generate it on demand?
But my frustration wasn’t just about wasted time. It was about why I didn’t challenge my manager further.
Upon reflection, I realised:
- I didn’t feel like my opinion would be heard or valued.
- My past experiences suggested that my manager was not open to feedback.
- I had previously been shut down when voicing concerns.
- My manager seemed more concerned with maintaining control than fostering a discussion.
- I was mentally preparing to leave the company, so I chose my battles.
These are red flags for any manager. If employees are reluctant to speak up, it’s usually not a one-off situation—it’s a sign of a deeper issue.
The Role of Managers in Encouraging Open Dialogue
Managers often wonder, “Why don’t my employees speak up?” The answer is simple: they don’t feel safe doing so. Just like a child hesitates to tell a parent something for fear of being scolded, employees remain silent when they expect dismissal, criticism, or disregard.
If you want a high-performing, engaged team, you must create an environment where open conversations thrive. Here’s how based on advice and tips I got from Kim Scott in her book Radical Candor:
#1 Model Vulnerability
Be open to feedback about your own leadership. Ask questions like:
- “What can I do to support you better?”
- “What’s one thing I could improve to make our team more effective?”
When employees see that you take feedback seriously, they’ll be more likely to speak up.
#2 Create Psychological Safety
Make it clear that honest feedback won’t lead to negative consequences. Acknowledge feedback, act on it when appropriate, and ensure employees feel heard. If people fear criticism, they will shut down.
#3 Prioritise Regular Check-Ins
One-on-one meetings should not just be about updates and task lists. Use them to ask open-ended questions:
- “What’s frustrating you right now?”
- “Is there anything we should stop doing?”
- “Do you feel comfortable raising concerns?”
If employees rarely speak to their manager (or if 1:1s are transactional rather than conversational), they won’t feel they have a voice.
#4 Encourage Constructive Debate
Promote an open dialogue where employees feel comfortable questioning decisions. Instead of shutting down suggestions, ask:
- “What alternatives do you see?”
- “How do you think we could do this differently?”
Encouraging critical thinking will lead to better solutions and a more engaged team.
#5 Recognise Employee Contributions
If an employee raises a concern, acknowledge their perspective. Even if their suggestion isn’t implemented, show appreciation for their input. Feeling valued is a powerful motivator for continued engagement.
A Call to Action
For employees: Have you ever felt discouraged from speaking up? How did you handle it? What would have made you feel more comfortable sharing your thoughts?
For managers: How do you foster open conversations within your team? What strategies have worked for you in creating a collaborative and feedback-driven environment?
Drop your thoughts in the comments—let’s start a real conversation about building better workplace dialogue.
Ready to take control of your life? I’d love to help. I offer a FREE 30-minute strategy call where we’ll chat about where you are, where you want to go, and how I can support you on your journey.
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