Why is it so difficult for many of us to find our voices at work?
Plain and simple, we asses our personal risk when deciding to respond. Potential interpersonal risks associated with challenging the status quo include negative judgment, strained relationships, or even retaliation. But an inner psychological dimension also causes us to second guess ourselves. Conformity bias, imposter syndrome, and the false consensus effect all amplify our inner critic and create self-doubt.
Conformity Bias and Groupthink
Humans have an inherent need to belong to groups for safety and connection. As a result, we subconsciously monitor the behaviors and opinions of those around us, adopting views and actions aligned with the majority to “fit in.”
At work, this conformity bias causes us to follow prevalent group norms and opinions, stifling any urge to speak out against the grain for fear of social rejection. We engage in groupthink, where non-conforming viewpoints get suppressed in pursuit of harmony. The result is a dangerous echo chamber where poor decisions go unchallenged.
Imposter Syndrome
Many professionals, especially high achievers, struggle with imposter syndrome – the persistent fear of being exposed as an intellectual fraud despite competence and qualifications.
This feeling of being unworthy or undeserving often translates into hesitancy in publicly expressing our viewpoints or ideas. We irrationally convince ourselves we have nothing worthwhile to offer, so why speak up? Imposter syndrome exacerbates self-censoring behaviors rooted in a lack of confidence and a perceived inability to contribute meaningfully.
False Consensus Effect
Our overconfidence in the universality of our own beliefs also creates barriers to speaking up candidly. The false consensus effect describes our tendency to assume others share our opinions because “how could anyone think differently?”
When operating under this flawed logic, we hesitate to question popular narratives or openly challenge leadership’s position because we irrationally expect uniform agreement from everyone. The false consensus effect creates insular thought bubbles that require courage to burst.
Creating a Speak Up Culture
As a leader, you play a key role in encouraging more open dialogue on your team. Strategies include:
Express appreciation when team members speak up, even if you disagree. This reinforces the behavior.
Admit when you don't know something. This models openness and fallibility.
Invite constructive debate in meetings. Make it clear all perspectives are welcome.
Build trust and relationships. The more psychological safety people feel with their team, the more likely they'll take risks and speak openly.
Speaking up involves navigating both organizational dynamics and our own inner critics. But culture change starts with each of us taking small steps outside our comfort zones. And leaders set the tone for psychological safety on a team. Progress requires an environment where people make mistakes without fear of embarrassment or retaliation.
Owning Your Voice
So, in addition to evaluating real interpersonal risks, reflecting on how cognitive biases limit us is a vital piece of owning your voice at work. Being aware of conformity tendencies, imposter syndrome, and consensus fallacies allows us to reframe the hesitations of our inner critic. We can empower ourselves to contribute unique perspectives that diversity of thought requires – understanding not everyone will necessarily agree, but still recognizing the value for organizations when people speak up candidly.
