Great teams and leaders understand that knowing when to remain silent is just as important as knowing when to speak up. Meredith Belbin puts it well in the quote shown here.
There is another well-known quote: “Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen.” Some attribute this to Winston Churchill, while others suggest it is misattributed. Regardless of its origin, the message holds immense value.
Some of the most effective leaders and team members I have worked with intuitively recognise when to step back and allow others to take the ‘talking stick’ in meetings and projects. The very best, however, take it a step further—they use evidence-based assessments to better understand themselves and the people around them.
Self-awareness is crucial, but it’s only half the battle. The other half lies in knowing how to time contributions optimally so as not to inadvertently overshadow or shut down different working styles within the team. It’s one thing to practice this when things are running smoothly, but can a leader or team maintain this discipline under pressure, when complexity and risk are mounting? That requires a deeper understanding of oneself and others, along with the restraint and wisdom to apply that insight when it matters most.
There will inevitably come a moment when our individual expertise or input is not what the team needs most. In those moments, the key question becomes: Who in the room is best suited to contribute in a way that I cannot?
The Research Behind Silence in Leadership
Numerous studies show that leaders who actively listen and strategically embrace silence foster higher levels of engagement, creativity, and psychological safety within their teams.
Research from Harvard Business School suggests that leaders who listen more than they speak create an environment where employees feel valued and heard, which enhances problem-solving and innovation. Furthermore, a study in the Academy of Management Journal found that leaders who practice silence and deep listening are perceived as more competent and trustworthy by their teams.
The Belbin Team Role Model offers valuable evidence-based insights into individual and team dynamics, providing a common language that enhances self-awareness and collaboration. By leveraging such frameworks, teams can refine their decision-making and communication strategies, ensuring that both speaking up and staying silent serve the greater goal of team success. Belbin can take some of the guesswork out of who should be doing the talking and at what stage of a meeting or project.
In the end, silence isn’t just the absence of speech—it’s a powerful tool for leadership, decision-making, and team cohesion. Mastering when to stay silent and when to contribute can transform good leaders and team members into truly exceptional ones.
Harvard Business School Study on Leadership and Employee Engagement: This study highlights that leaders who actively listen and strategically embrace silence foster higher levels of engagement, creativity, and psychological safety within their teams. The research suggests that leaders who listen more than they speak create an environment where employees feel valued and heard, enhancing problem-solving and innovation.
Academy of Management Journal Study on Leader Silence and Competence: This study found that leaders who practice silence and deep listening are perceived as more competent and trustworthy by their teams. The research indicates that strategic silence can enhance decision-making by allowing time for reflection and understanding diverse perspectives.
These studies underscore the importance of strategic silence and active listening in effective leadership, contributing to improved team dynamics and organisational success.
Further studies / reading:
"Speaking Up, Remaining Silent: The Dynamics of Voice and Silence in Organizations"Authors: Elizabeth Wolfe Morrison and Frances J. MillikenJournal: Journal of Management Studies, Volume 40, Issue 6, September 2003, Pages 1353-1358DOI: 10.1111/1467-6486.00383Summary: This article examines the factors influencing employees' decisions to speak up or remain silent about concerns in the workplace, highlighting the role of leadership in fostering an environment conducive to open communication.
"Shades of Silence: Emerging Themes and Future Directions for Research on Silence in Organizations"Authors: Frances J. Milliken and Elizabeth Wolfe MorrisonJournal: Journal of Management Studies, Volume 40, Issue 6, September 2003, Pages 1563-1568DOI: 10.1111/1467-6486.00386Summary: This paper explores various dimensions of silence within organizations, discussing its implications for leadership and suggesting avenues for future research on how silence affects organizational dynamics.
These articles provide insights into how leadership behaviours, including the strategic use of silence and active listening, can impact team dynamics and organisational effectiveness.
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