The first say whatever is on their mind, even if it is a little too direct. The second are more sensitive to how others might receive something, so they are more measured in their words but might not say what they need to because they are afraid of upsetting the person on their other end.
We could write a whole blog on the first group that would probably include some entertaining stories and some cringe-worthy moments. But today is a challenge to those in the second category: the people who are not saying something that desperately needs to be said.
The first company I helped start was a service and leadership study abroad program for college students. As we were building the company, we found ourselves in a battle with the University of Georgia to secure course credit for our program: a linchpin in recruiting students to go on our trips.
We had a few very credible professors who were willing to vouch on our behalf. Yet, we found ourselves with tremendous road blocks from the academic establishment at the university. Was our program rigorous enough? Did it meet the high academic standards?
One of the biggest roadblocks came from the study abroad office itself. A unique component of our program was the service learning component, and the University had stated a goal of having more of their students involved in service learning through international programs. Unfortunately, they viewed us as the competition.
In one of the most memorable meetings, I was with both my business partner and a tenured professor who was an advocate and advisor to our program. We sat across the table from the leadership of the study abroad office.
Our conversation went something like this:
Study Abroad Representative: “We do not need another program that offers service learning.”
Professor: But you’ve said that service learning is a key priority.
Study Abroad Representative: Yes, but we are already leading the nation. Nearly 5% of our programs have a service learning component.
That’s when the professor said what desperately needed to be said: “Nearly 5%?” as if to say, “Did I hear that right?” She went on in the kindest, but most direct way: “Quite frankly, that is very unimpressive.”
Her words cut through the air. She wasn't being confrontational for the sake of it. She recognized a critical moment where honesty was necessary to challenge complacency and push for better. Her courageous candor sparked a deeper conversation about creating real change.
While action is undoubtedly crucial in leadership, it often follows the brave act of speaking up.
By voicing opportunities to be better, leaders create the space for change to occur. It's about shining a light on issues that have been hiding in plain sight, compelling others to confront realities they've been comfortably ignoring.
However, it's important to note that speaking up effectively isn't about being confrontational or disrespectful. The professor in our meeting demonstrated how to deliver a hard truth with tact and professionalism. Her approach opened doors rather than slamming them shut.
As a leader, are you prepared to be that voice when the situation demands it? Are you creating an environment where others feel safe to do the same?
In a world that often favors diplomacy over directness, let's not forget the transformative power of speaking up.
Sometimes, the most impactful thing a leader can do is simply say what needs to be said.
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