Unmuted: How courageous followers transform leadership
In 2011, a junior engineer at NASA quietly voiced concerns about the heat shield design of a spacecraft. At first, his worries were brushed aside; after all, senior experts had signed off on the design. But he persisted, armed with data and conviction. His courage to speak up and the eventual willingness of leaders to listen led to design changes that averted what could have been a catastrophic failure.
History remembers the leaders. But it is often the followers’ voice, rising at critical moments, that alters the trajectory of organisations. In thriving cultures, that voice is not dismissed; it is amplified.
“Too many organisations install ‘suggestion boxes’ but build cultures where speaking up is quietly punished. True leadership builds cultures where dissent is welcomed, debate is thoughtful, and new perspectives are treated as assets, not threats.”
Last week, we explored why trust is the cornerstone of followership. Trust builds the relational bedrock upon which people are willing to follow, contribute, and commit. But trust alone is insufficient. Voice is the instrument through which trust is expressed. Without it, organisations risk stagnation, groupthink, and avoidable failure.
Studies by Harvard Business School show that companies where employees feel “psychologically safe” to speak up are not only more innovative but also less prone to ethical lapses and operational blind spots. Google’s landmark Project Aristotle found that psychological safety was the number one predictor of team effectiveness. It was not expertise, seniority, or resources that made the difference, but the freedom to voice concerns and ideas without fear.
In contrast, when followers’ voices are muted by fear, bureaucracy, or ego-driven leadership, organisations drift into dangerous territory. The 1986 Challenger disaster is one of history’s starkest reminders. Engineers had raised concerns about the O-ring seals in cold weather, but their voices were downplayed in the rush to meet deadlines. The result was a tragedy that shook the world.
Voice is not about rebellion; it is about responsible contribution. In healthy followership, speaking up is an act of loyalty, not defiance. Followers who care about the mission raise uncomfortable truths, offer fresh ideas, and hold the mirror up when leaders cannot see their blind spots.
And here is the key insight: Voice is relational. Followers speak when they trust leaders to listen. Leaders listen when they trust followers to speak with wisdom, not sabotage. This symbiosis determines whether organisations adapt or atrophy.
For leaders, the challenge is twofold: creating space for voice and learning to listen deeply when it emerges. Too many organisations install “suggestion boxes” but build cultures where speaking up is quietly punished. True leadership builds cultures where dissent is welcomed, debate is thoughtful, and new perspectives are treated as assets, not threats.
This means leaders must examine their reflexes. Do you reward conformity or curiosity? Do your meetings invite genuine dialogue or subtly signal that the real decisions have already been made? When a follower raises a dissenting view, is your first instinct to defend, dismiss, or explore?
Consider the case of Toyota’s famed production system. Factory workers are empowered to pull the “andon cord” and halt the entire production line if they notice a flaw. This act, far from being punished, is celebrated. Why? Because Toyota recognises that voice at every level safeguards excellence at every level.
Or look at Netflix. Its “freedom and responsibility” culture expects employees to act in the company’s best interest, but it also assumes that their voices will challenge norms. Leaders do not simply tolerate those voices; they rely on them to stay agile in a rapidly changing industry. This posture allows Netflix to adapt quickly to new realities and avoid the complacency that often cripples legacy organisations.
The practical implications for leaders are profound. Cultures of voice do not emerge accidentally; they are architected. It begins with setting a clear tone that no idea is too small, no concern too inconvenient, and no perspective too junior. It involves modelling curiosity, asking real questions, and showing that feedback changes outcomes. It also requires leaders to build rituals that make voice part of the organisational rhythm. Whether through structured feedback loops, open forums, or informal conversations, consistent practice turns voice into a cultural norm rather than a risky exception.
What kind of culture are you nurturing: one where voices are amplified, or one where they are absorbed into silence? How often do your followers see their ideas influence actual decisions? When was the last time someone challenged your thinking, and you changed course as a result? These questions reveal the health of your leadership ecosystem.
This week, choose one setting, whether a team meeting, strategy session, or casual conversation, and shift from speaking to listening. Ask a genuine question, then wait. Do not interrupt. Do not rebut. Just listen. Spotlight at least one follower’s idea publicly and take concrete steps to explore it. This simple act can signal more powerfully than any memo that voice is valued.
Great leaders do not monopolise the microphone; they hold it up to their people. Voice is not noise; it is the music that keeps organisations alive. Leaders who know how to listen unlock reservoirs of insight, innovation, and commitment that no amount of authority alone can command.
About the author:
Dr Toye Sobande is a strategic leadership expert, executive coach, lawyer, public speaker, and award-winning author. He is the CEO of Stephens Leadership Consultancy LLC, a strategy and management consulting firm offering creative insight and solutions to businesses and leaders. Email: [email protected]
