Shared by eTACSEN Managing Director Terence Yeung
Recently, I facilitated The Five Behaviors® workshop for the executive team of a technology company to strengthen team cohesion. During the process, one particular activity revealed a key insight.
We were discussing the team’s Thematic Goal for the coming year. On the surface, it looked as though consensus had been reached. Instead of moving on, I asked everyone who agreed with the direction to stand.
Most stood up quickly, but I noticed a few colleagues hesitating and remaining seated. I paused and invited them to share the reasons behind their hesitation. What they offered was highly valuable - reservations about the goal itself and concerns about execution details. These were the voices that mattered most.
The CEO listened patiently, integrated the feedback, and then made the final decision. When the team stood again, the “agreement” was no longer superficial; it was genuine buy-in achieved through open discussion.
My Reflection
Too often, leaders or project owners are reluctant to spend time listening to opposing views. This easily creates a vicious cycle: the less leaders listen, the more team members stay silent; the more members stay silent, the more leaders act unilaterally. Eventually, people stop speaking up altogether, believing “it won’t make a difference.”
When dissent and reservations are encouraged, leaders gain a more complete understanding, uncover blind spots, and make stronger decisions. At the same time, team members feel their voices are valued, which increases commitment and ownership. Truly high‑performing teams are not built on silent “harmony,” but on candid dialogue and mutual trust.
Therefore, the next time you lead a team discussion and notice the atmosphere becoming too harmonious or sense hesitation during execution, try this simple yet effective method: ask those who agree to stand up, and invite those who hesitate or remain seated to share their thoughts. You may uncover insights that benefit the entire team.
