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Tuesday 10 November 2026 19:53:19 GMT

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If you own a business, there is something I want you to try in your next important meeting: resist the urge to speak first, especially when you already know what you think. It sounds simple, but it can be surprisingly difficult. When you are the most senior person in the room, people pay attention to what you say. And sometimes, the moment you share your opinion, something shifts. People begin to measure their own thoughts against yours before they have even had the chance to express them. You have probably seen it happen. A CEO says, “Here is what I think we should do. What does everyone else think?” Suddenly, the room fills with agreement. “Absolutely.” “I was thinking the same thing.” “That makes sense.” And perhaps they genuinely agree. But perhaps someone has a different perspective, a concern they have not yet voiced, or information that could change the entire direction of the conversation. They may never share it. In many African workplaces, where hierarchy, age, title, and respect for seniority carry so much weight, speaking against a senior leader can feel particularly uncomfortable. People may choose their words carefully, soften their concerns or keep quiet altogether, even when they have something important to contribute. Not because they lack the knowledge, but because they are trying to read the room and understand what is safe to say. This is something senior leaders need to pay attention to. Your authority can unintentionally limit the very intelligence you need to make good decisions. The more influence you have, the more conscious you may need to become of how your presence shapes the conversation. It is not enough to invite people to speak if your own position has already made it difficult for them to disagree with you. Sometimes, leadership means holding back your opinion long enough to discover what everyone else is seeing. In your next important meeting, try asking questions before sharing your own view. Give people room to think independently, listen without rushing to correct them, and challenge their reasoning before offering your conclusion. You may hear something you would otherwise have missed.

If you own a business, there is something I want you to try in your next important meeting: resist the urge to speak first, especially when you already know what you think. It sounds simple, but it can be surprisingly difficult. When you are the most senior person in the room, people pay attention to what you say. And sometimes, the moment you share your opinion, something shifts. People begin to measure their own thoughts against yours before they have even had the chance to express them. You have probably seen it happen. A CEO says, “Here is what I think we should do. What does everyone else think?” Suddenly, the room fills with agreement. “Absolutely.” “I was thinking the same thing.” “That makes sense.” And perhaps they genuinely agree. But perhaps someone has a different perspective, a concern they have not yet voiced, or information that could change the entire direction of the conversation. They may never share it. In many African workplaces, where hierarchy, age, title, and respect for seniority carry so much weight, speaking against a senior leader can feel particularly uncomfortable. People may choose their words carefully, soften their concerns or keep quiet altogether, even when they have something important to contribute. Not because they lack the knowledge, but because they are trying to read the room and understand what is safe to say. This is something senior leaders need to pay attention to. Your authority can unintentionally limit the very intelligence you need to make good decisions. The more influence you have, the more conscious you may need to become of how your presence shapes the conversation. It is not enough to invite people to speak if your own position has already made it difficult for them to disagree with you. Sometimes, leadership means holding back your opinion long enough to discover what everyone else is seeing. In your next important meeting, try asking questions before sharing your own view. Give people room to think independently, listen without rushing to correct them, and challenge their reasoning before offering your conclusion. You may hear something you would otherwise have missed.

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