These days, it feels like people fall into two groups: a few who feel they can speak their truth (sometimes without considering the consequences), and many others who stay silent out of fear. But what happened to the key markers for workplace success and good culture – clear communication, diverse opinions being actively welcomed, and the respectful sharing of ideas and thoughts? If nearly a third of people don’t feel safe taking risks or sharing thoughts with colleagues, are different viewpoints and ideas outside of the box truly valued anymore?

Why does this seem to be a bigger issue these days?

In 2019, the CIPD reported that only a quarter of employees felt they could freely express themselves at work – particularly in the public sector. Since then, we’ve faced a global pandemic and a cost-of-living crisis. Hybrid working is now widespread, technology and AI have grown exponentially, and we are living through increasing polarisation and global conflict.

There’s now a stronger sense of social threat – and fear of having to choose between peer acceptance and our own moral boundaries. These lines continue to blur through social media. It’s well documented – and many of us have experienced it first-hand – that sharing opinions (especially online) without caring about consequences means people feel they have the right and the space to say anything. Worse still, those with platforms speak up, influencing those who don’t fact-check or feel too afraid to think otherwise. Group psychology makes us susceptible to herd mentality – we are more likely to follow vociferous people. We may even alter our values and morals to conform.

So many of us have become too frightened to speak or speak up – afraid of an adverse reaction, no reaction, or a lack of support. This becomes even harder in a toxic culture, particularly when we’re worried about losing our jobs in a challenging economic climate.

The psychology of speaking up

When choosing to speak out, the brain considers two factors: how confident we are in our opinion and how much we want to be accepted or seen as polite. People with low confidence often adjust their answers, even if it means going against their moral standpoint. They are also more likely to follow the crowd. Individuals tend to conform more if they receive validation from others.

Cognitive dissonance is the uncomfortable feeling of having two or more conflicting beliefs, values or attitudes simultaneously. It forces us to change our thinking to find balance. This often stems from a need to comply. We then absorb the emotional toll internally, which can lead to burnout, stress and anxiety.

Conflict impairs cognitive flexibility and reduces emotional regulation. The brain views conflict as a threat, heightening emotions and triggering instinctive responses such as fight, flight or freeze. When we view a difference in opinion as conflict, we lose the art of conversation. We lose connection with others and struggle to give or receive feedback. This impacts our resilience – a skill that supports problem-solving, leadership, relationships and well-being at work.

Indicators that employee opinions aren’t valued

• A shift in your workplace dynamics towards a toxic environment.
• An ultra-sensitive culture where workers are walking on eggshells, afraid to speak or overly focused on doing the right thing all the time.
• Group-speak, with few willing to challenge the status quo or share a differing opinion.
• Minorities silence themselves out of fear, isolation, or worry about rejection or repercussions.
• Top performers and creatives have become silent observers.
• A sense of unfairness is ever-present.
• Conflict and complaints are typically left unresolved.

The advantages of openly expressing our views

Employee voice is crucial for organisational success, innovation, effective communication, employee engagement, performance and well-being. It also helps individuals feel that they have influence over matters that affect them. Learning to overcome our fears and speak up can build confidence, strengthen team connections, improve resilience, and encourage others to share. Feeling comfortable using your voice is vital to being active, involved and contributing confidently in the workplace.

Seven important ways to build confidence and speak up at work

Cognitive self-awareness

It’s important to articulate ourselves in stressful or high-pressure moments. Metacognition – being aware of our own thinking – helps here. Training your brain to pause and reframe differing opinions so they don’t feel like a threat enables you to respond appropriately and share your own thoughts respectfully.

Be an active, seen and heard leader

Lead by example. Show others how to speak up, communicate well, and model transparency. Be present and open to new ideas. The more people see others speaking up and being heard, the more confident they will feel in doing so themselves.

Ensure the right environment

Value conversation and create opportunities for it – both in the office and online. Cultivate an open-door culture. Implement feedback loops and surveys that prioritise communication. Level the playing field.

Listen with intention

Don’t just talk at people. Engage in conversations, discussions and brainstorms – and listen actively. Leave no voice unheard. Ask others for their views to help build their confidence. Proactively include those suffering from impostor syndrome or who are introverted or neurodiverse.

Build on what you have in common

By reiterating shared values and building trust, we can create safer spaces for contribution. When people feel safer, they’re more likely to participate. Consider the consequences of using your voice – and your intentions. Cognitive dissonance can be reduced when we recognise that our voices matter, and so do those of others. Not speaking up may seem safer, but speaking up can benefit you, your colleagues and the business.

Be aware of what’s not being said

Know your team. Pay attention to what’s left unsaid. Listening and offering support helps create a safer culture – one where opinions, thoughts and ideas are welcome and respected.

Turn mistakes into lessons

Reframe negatives so that mistakes aren’t deterrents. Instead, see them as learning and growth opportunities. This encourages people to try again – and speak up again.