I’ve worked in teams where silence wasn’t due to lack of ideas—it was due to lack of psychological safety. People held back because they feared judgment, interruption, or being overruled. I’ve made it my mission to flip that script. I don’t just ask for feedback—I create space for it. I follow up 1-on-1. I normalize dissent. I thank people publicly for constructive challenges. And I ask better questions like, “What would you do differently if you were in my shoes?” Useful feedback doesn’t come from a slide deck—it comes from trust. When people feel safe, heard, and valued, their ideas don’t need permission to exist. They just flow.

To encourage helpful feedback, make your colleagues feel safe to share their thoughts. Show that you listen and value their ideas. Ask clear, open questions to make it easier for them to share. Give feedback first to set a good example. Be kind and honest, say what works and what could be better. Try different ways to collect feedback, like private chats or anonymous forms. In my experience, feedback works best when people know why it's needed. Keep it regular, not just once a year. This way, it feels normal and less scary to share thoughts.

We've all had those meetings where there's 10 people on the call, but 3 people are doing most of the talking. The others may be on mute & off camera and we'll hear them say hello & goodbye when the meeting ends. Sometimes people are distracted and doing other things, but there's also those who have great ideas, but don't feel empowered to share. This is a great opportunity to demonstrate inclusion and ask those people on mute for their thoughts and ideas. You can also create other ways for them to share - either through a side conversation after the meeting or an email following up the meeting to encourage them to share. If you have action items from that meeting, including them in those action items can help them contribute in the future.

If you are the team leader, I strongly recommend building precedents by adopting feedback even if you think it’s not the best for that particular project. I found that’s the best long term strategy to incentivize feedback from my team.

One strategy that’s really worked for me is creating a safe space where people know their feedback is welcomed and won’t be taken personally. I always try to ask specific questions like, “What’s one thing I could’ve done better?” or “Was anything unclear or confusing?” That opens the door for honest feedback without putting anyone on the spot. Also, I make it a point to act on the feedback I receive. When people see that their input leads to real change, they’re more likely to speak up in the future. It builds trust over time. In healthcare especially, constructive feedback is crucial, it helps improve communication, workflows, and ultimately patient care. I’ve learned not to shy away from it, but to see it as a tool for growth.

I would always allow an anonymous outlet, where thoughts and feelings can be shared through a separate website that is not attached directly to the company, this way everyone feels safe sharing their honest questions and opinions.

Seen it too often—leaders say “my door’s open” then shut it the minute hard truths show up. If you want useful feedback, own the tone you set. Make it safe to speak—and model hearing the uncomfortable without defensiveness. And remember: your frontline sees what you don’t. If they go quiet, look in the mirror first. You can’t declare trust—you have to earn it, daily. Joanne Brooks 🔔 Follow + connect if you’re done with chaos. We build circles of clarity here. Founder, Navig8 Circle & Her Transformation.

1. Ask why they are hesitant. Seek to learn. It could be that they’re hesitant because you’re not approachable. 2. Be humble. Communicate that everyone has blindspots. If they see something you’re missing, you’d want them to help you get better. Just like you would do for them. That’s what a team is for. 3. If they decide to share, reinforce their decision by thanking them. Don’t feel like you need to defend. Lip service doesn’t work here. They need to feel that they’ve been heard — not pacified. Remember: it’s the team that wins.

A scenario where more junior colleagues are less likely to share their thoughts are in meetings directly with clients. Some of the best leaders find ways to include their less loquacious colleagues in the discussion even in these important conversations. For example, one might say, I’m thinking a, b, c but I’d love for so-and-so to share their take as well. This keeps the conversation moving and gives others an opportunity to either add their unique viewpoint or simply agree with the more senior contributor if they don’t have anything else to share. It’s an approach that ensures that the spotlight is shared and good ideas are surfaced no matter the setting.

I’ve learned that improving communication starts with creating psychological safety. When a colleague is hesitant to share, we need to look at the environment, not the person. Everyone deserves the space to express ideas, feedback, or solutions without fear of judgment. I believe in inclusive spaces where thoughts can be shared openly—even if unpolished. I use the Agile Prime Directive to foster empathy and remind teams that everyone did their best with what they had. I also use silent brainstorming, anonymous input, and radical listening to invite honest feedback. When people feel seen and safe, they speak. And when they speak, we grow—together.