Welcome to the first instalment of our bold and honest blog series, The Unsaid Truths of Organisational Life. Drawing on insights from our work with over 3,300 leaders and staff across the ASEAN region in the past 18 months, we’re lifting the lid on the silence, confusion, and cultural contradictions that too often shape workplace reality. This series is about naming what usually goes unspoken — and why it matters.
There’s a common assumption in many organisations that when staff don’t speak up, it’s because they lack confidence. The logic goes: if only they were braver, if only they cared more, if only we ran a speaking up workshop… then people would raise their concerns, challenge poor ideas, and contribute more freely.
But let’s be clear: silence isn’t a personality problem.
It’s a system response.
In Simia’s work across organisations of all sizes and sectors, one theme keeps showing up: even confident, capable people choose to stay silent — not because they’re timid, but because they’re perceptive. People scan the environment and ask:
- What happened the last time someone spoke up?
- Will anything actually change if I raise this?
- Will this be used against me?
- Do my leaders really want to hear it?
And based on those answers, they choose the safest path: smile, nod, and carry on.
The Myth of the “Courageous Employee”
The idea that speaking up is all about individual bravery misses the point. Of course confidence matters, but if you think about it, most people you know do speak up…just not at work.
They speak up to friends. They complain in private. They share ideas in safe spaces. The issue isn’t voice, it’s safety.
If your company culture doesn’t make space for challenge, transparency, or disagreement, then people won’t risk it — no matter how well you train them. Which is why one-off communication skills workshops won’t fix it. Telling people to be courageous while failing to examine the conditions that suppress voice is like telling a plant to grow without giving it light or water.
What Really Enables Voice
Organisations that foster a strong speak-up culture don’t rely on individual heroics. They build systems around three core conditions:
Psychological Safety
This isn’t just about being “nice.” It’s about knowing you won’t be ridiculed, ignored, or punished for speaking honestly. Safety means:
- Leaders model vulnerability (“Here’s something I got wrong.”)
- Disagreement is invited, not avoided (“What’s the challenge no one’s saying?”)
- Feedback isn’t only welcome, it’s expected; with a group understanding that disrespect will not be tolerated.
When people feel safe, they’ll stretch themselves. When they don’t, they’ll self-protect.
Structural Clarity
A culture of speaking up needs more than good intentions, it needs clear leadership. Leadership support supported by clear mechanisms.
Ask:
- Do people know where, how, and to whom they can raise issues?
- Are there regular outlets for feedback (not just annual surveys)?
- Do team meetings carve out space for honest reflection?
If there’s no process for challenge, challenge won’t happen. Silence isn’t resistance — it’s structure in action.
Visible Follow-Through
This is the deal-breaker. People will only speak up once if nothing changes. Trust isn’t built when leaders say “thanks for the feedback”, it’s built when people see decisions shift, behaviour evolve, or even just honest explanations of why things can’t change yet. Let’s be clear, speaking up isn’t guaranteeing an outcome, it’s giving an outlet. If you tell me why something isn’t possible, I get it.
If people see nothing happen — or worse, if speaking up gets someone punished — you can expect silence for months (or years).
Middle Managers: The Hinge Point
Middle managers are often caught in the crossfire. They’re expected to “lead the culture,” but they may lack the tools, confidence, or clarity to do so. They’re under pressure to deliver results, keep their teams engaged, and avoid conflict.
The sandwiched Middle often wants to support expression, but without real support from above, or the psychological safety to role-model it themselves, they may default to avoidance.
Investing in middle leadership capability is essential. Not just in technical skills, but in:
- Handling tough conversations
- Asking powerful questions
- Managing upward and influencing across
If we don’t equip this group, the system breaks, not from malice, but from fear and fatigue.
Small Shifts That Change Everything
Creating a culture of voice doesn’t require sweeping reforms. Often, it’s small, consistent signals that create the shift. Leaders are encouraged to think of one change they can put in place without the need for outside support. Here are a few that we have seen in our workshops:
- “What’s one thing we’re not talking about that we should be?”
A regular question in team meetings that invites challenge and honesty. - “What have you seen me do this week that I could have done better?”
A powerful question leaders can ask to model vulnerability and flatten hierarchy. - Visible action on one piece of feedback per quarter, even if small, to show that voices matter.
- Not interrupting; allowing people the space to speak and feel listened to.
- Promise to give thought to suggestions or requests without kneejerk reactions.
- Storytelling: Share examples where speaking up led to a better outcome. Make it part of the team’s narrative.
It’s Not About Bravery, It’s About Belief
When staff believe that speaking up leads to clarity, improvement, or even just being heard, they’ll do it. When they believe it leads to conflict, silence, or futility, they won’t.
We’ve seen organisations where a simple tweak in how meetings are run unlocks innovation. We’ve also seen teams that run slick feedback surveys while everyone quietly updates their CVs.
The difference is never the tool. It’s the trust.
If your people aren’t speaking up, don’t look at them — look at the system. Look at what’s rewarded, what’s ignored, and what happens after someone dares to challenge the norm.
Speaking up isn’t a skill. It’s a system; and that system is shaped by leadership — in every meeting, every message, every moment.