Adam Grant’s description of the ‘Babble Effect’ is a fascinating insight into the fast trajectory of many leaders who can talk the talk, but perhaps not come forward with the real goods. They dominate conversations, always lead with their own ideas, and forget that one of the strongest skills of a leader is knowing when to listen and learn.

When looking at deep, collaborative learning cultures I call this archetype ‘The Enlightener’. It gets a giggle from a room full of leaders, but more importantly a realisation that while we might feel we are being of benefit to the room by speaking first and more often (‘babbling’), ultimately it is detrimental to the best thinking and a high performance culture.

You can see a symbol of the babble effect of this by the whip of people’s heads towards one person on a table to answer a question posed as a topic of group discussion. Often the next statement into the microphone is: ‘Well, what I was saying is’. That’s not co-creating a group position. It’s sitting with our own agenda and opinion and putting it forward as the best one.

Push against the assumption that the one who speaks most often and for the longest has the best ideas. If it’s you, listen more and speak less. If it’s not you, then be courageous and take the ‘microphone’ instead. Add your brilliance.

A Ferocious Warmth leader is always seeing when the need arises to not direct, but co-create. To listen more, and help foster a space of creativity, innovation and insight.

In co-creation mode, we move beyond simply giving our opinions in a transactional around the table process. We tap into a concept that is difficult to achieve without purposeful skills building: a Collective Growth Mindset. More difficult than an individual one. Our job here is to build our culture to grow, learn and expand together to achieve our collective goals. Ferocious Warmth leaders create a culture that invites and encourages voice and contribution.

We move to an understanding that:

– voice and exploration of thinking and feelings is the responsibility of everyone

– being open to influence helps us expand our thinking and our model of the world

– processes need to work for both those who speak, think, speak and those who think,speak, think.

-listening deeply to each other, is far more than listening for someone else to take a breath. It’s synthesising, making connections, creating something more.

Collaboration is the key to increased ideation, products to market, team learning and transformation. To do this, let’s step into a space of co-creation not compliance. Discussions become partnership-focussed rather than leader-led.

Voice also gives people a strong sense of autonomy and wellbeing. Authentic voice creates a culture where people felt heard, seen and valued for the skills, expertise and knowledge they bring with them. The more we can encourage voice and contribution, the more connected we are. The less people feel a part of that, the more distance between us.

‘Us and Them’ vs ‘We’

Power distance is a term from the research of Geert Hofstede, a Dutch social psychologist. His work focuses on the study of cultures across nations. Autocratic and paternalistic power relations characterise high power distance. Participatory, consultative and democratic power relationships characterise low power distance. While Hofstede applies this term to research between nation cultures, and the interplay between them, this terminology can give us a good guide as to where we might sit.

If we are seeking greater involvement, collaboration and innovation in our teams, we need to lower the power gap between ‘them and us’ and move to a ‘we’. What power distance is present in your organisation?

The first step for leaders seeking more contribution and voices is to first examine their own behaviours and see what needs to shift. Are you still at the ‘allowing’ stage? Do you babble or enlighten? Or have you moved beyond that and now want to develop the skills to enable that voice to have impact?

Does your Leadership Allow Voice and Contribution?

Level 1 ALLOW VOICE – Let go of having to have all the answers

Does my behaviour give the space for voice? Do people need explicit permission from me to share their thoughts; opinions; knowledge?

• Drop the need to be right.
• Acknowledge the importance of others’ opinions.
• Assume you may not have the right answer.
• Talk less, listen more.

Level 2 INVITE VOICE – Open up the energy  for discussion

• Do my actions create an inviting environment for contribution?
• Be explicit about inviting contribution.
• Welcome and encourage contribution.
• Be present.
• Ask specific questions rather than just give statements or broad closed questions.
• Listen more, seek to understand.
• Show genuine warmth and interest.

Level 3 ENABLE VOICE – Set up structures and prompts

Do the questions I ask and processes we use in meetings provide a framework for purposeful dialogue to grow?

• Explore the topic through curious and open questions.
• Use protocols for discussion when unpacking difficult topics.
• Sensemake the discussion.
• Frame the purpose and outcomes.
• Ask clarifying questions to deepen the dialogue.
• Acknowledge and synthesise contribution.
• Move beyond everyone giving status updates, to co-creating and exploring issues.

Level 4 ENACT VOICE – Co-create solutions from contribution

Are contributions authentically heard and incorporated into our work?

• Abandon meetings that simply rubber stamp decisions already made.
• People sniff inauthenticity in a heartbeat.
• Validate and acknowledge contribution.
• Identify where the next steps are.
• Explore ideas.
• Co-create new ways of solving problems through piloting, trialling, taking action and discussing impact.

Where is your area of leadership growth in ‘allowing’, ‘inviting’, ‘enabling’ and ‘enacting’ voice? Could you lessen the power distance between you and the people you lead?

Does your leadership allow for voice and contribution?

I work with leaders who want to lead teams and cultures that are ferocious about their purpose, and have the warmth to inspire and connect together to get the work done. It’s the head and the heart of leadership, integrating to get the best results, and relationships.