In the knowledge economy, “speaking up” is often framed as the key to visibility, leadership, and success. But the ability to share ideas is more than a career strategy – it’s a fundamental pillar of psychological health and safety in the workplace.

When we have influence and our contributions make a tangible impact, our sense of well-being increases. However, speaking up isn’t equally easy for everyone.

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😶 The Weight of Self-Censorship

For many, especially those in marginalized groups, the workplace requires a state of constant hyper-vigilance. Elaine Lin Hering, author of Unlearning Silence, explains that silence is a learned behaviour rooted in a “complex web of societal expectations and biases.”

When we feel forced to mask our true thoughts or identities, the cost is high:

“Silence encompasses both what we say and don’t say, as well as the parts of ourselves we feel compelled to conceal or suppress – like emotions deemed inappropriate for the workplace. This self-censorship can lead to a harmful cycle that affects us physically and emotionally over time.” – Elaine Lin Hering

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💬 Building a “Speak Up” Environment

Silence is rarely a personal lack of courage; it’s an environmental response. If people are quiet, it’s often because the environment has taught them that silence is the safest option.

To invite speaking up, peers and leaders can actively invite diverse perspectives and build a culture of safety. It’s not enough to have the right people at the table, or even to “open the floor.”

To make space for unheard voices, we can explicitly seek out alternate points of view, offer various formats for contributing ideas, and reward sharing.

✅ Be specific: “I’d like to hear a different perspective. Who sees a risk we haven’t discussed yet?”

✅ Level the playing field: “Let’s take two minutes of silent reflection to write down ideas before we speak.”

✅ Reward the risk: “Thank you for sharing that, especially since it challenges our current direction.”