Comment pouvez-vous encourager votre équipe à partager ses idées plus souvent?

Be vulnerable first. Leaders are already good at being first with ideas, sharing strategy, and imparting vision. To lead with transparency, authenticity, and even failures will shine a light on your humanity - the ultimate invitation. Humans connect with and feel safest when their leaders are human first. From there, safety AND invitation will pave the way for the sharing of ideas and more.

The best way is to start listening and be the last one to speak in group meetings. Often leaders put their position or ideas very strongly in the group and some associates then shy away to challenge the ideas or share new alternatives. The more you listen, the more your group will open to you.

Yes, Make team members feel safe and appreciated to encourage increased idea sharing. Create explicit expectations, standards, goals, and praise. Avoid criticism and emphasise each idea's qualities, potential, and worth.

Show your team you trust them! When things are going well, step back and let your team shine. When things are going badly, step forward and take the heat. In return for your trust, you get your team's creative potential. After that, move on. Always communicate honestly and without ulterior motives. You will only get an honest answer if you are honest. This honesty is important because not every idea you get from your team will turn out to be a good one.

Also, use 1:1 time to better understand why one or more team members are not contributing in team meetings. It may have to do with a previous bad experience or strain with other members of the team. Use 1:1 time to work through this as well as solicit their ideas and encourage them to share publicly. If they still don't share in meetings, tell the team that a particular team member shared a great idea with you and invite them to share more in the meeting. When they do share with the team, give them public praise for their engagement, modeling what you as the leader want to see with the rest of the team. Lastly, be consistent. You'll soon see the team culture start to change.

Make sure your team members, including yourself, are trained in effective feedback techniques. Otherwise, even with good intentions you may inadvertently make others feel offended and not want to open. A crucial aspect of giving feedback is to ensure it is constructive, specific, and actionable. You can introduce various models to your team, like SBI, HEAR, the sandwich method, and more. Equally important is cultivating communication skills that enhance your team’s ability to provide effective feedback, including active listening, empathy, and clear, concise communication.

It's also important to consider various ways to solicit feedback when groups are in multiple locations and/or working in a hybrid model. A really simple way to gather feedback in a way that feels safe for all is to use an anonymous tool like a whiteboard in zoom. This tool can be used to solicit feedback in both small and large team meetings by asking open-ended questions and then allowing participants to type responses. You just need to remember to first disable the feature that identifies who typed the comment when you drag and drop them on the whiteboard! This is a feature that often defaults to "on" whenever zoom does an auto update so it's always important to test it first!

Making it safe and easy to submit ideas shows you value the team’s perspectives. Explicitly ask quieter team members for their opinion during meetings and discussions. Draw them into the conversation. Do quick standup idea generation rounds. Have each person offer one thought in 30 seconds. Create an ideas email inbox. Let people submit anytime. Send prompt responses. Ensure you visibly act upon suggestions when feasible. Show the team their input matters. Have regular brainstorming sessions focused on specific issues or opportunities. Go around the room to get input from each person. Send out polls or surveys to gather perspectives anonymously. Follow up on the findings.

I have often noticed and faced issues when given ideas to the decision makers. They DO NOT: - APPRECIATE - WORK ON THE IDEAS GIVEN All what is given to the team for their feedback is either a shutup call or a negative feedback. In order to get ideas from the team, you as a leader needs to understand that, appreciating the ideas you receive can do wonders. Second, show your team members that you actually care for those ideas and you will work upon it. Working on the ideas will give your team members a sense of confidence which will eventually break the ice and turn into a healthy environment. Once that happens, the ideas will be flowing!

Consistently providing an avenue for feedback illustrates it's a team of "we" and not "me". It builds trust and psychological safety when those contributions are appreciated, applied and held up for others to see. When a team feels their opinions matter, they contribute more freely and help build a powerful team of inclusion and diverse perspectives.

Celebrating, acknowledging and giving credit where it is due for ideas is so important, your staff are taking cues from you as a leader. If you dismiss their ideas, they’ll stop giving them. If they are rewarded in attention or appreciation you are more likely to receive more of them. Even if you reject an idea but demonstrate that you’ve given it considerable thought, you’ve still acknowledged a valuable contribution

Rewarding and celebrating ideas is a commitment to a conceptual effort, not to an applied result. You need to find a way to separate the motivation for people to contribute new ideas... From the actual "utility" of those ideas. MEANING... If your only way of motivating people to contribute new thinking is to "implement" those ideas... Their motivation is going to drop very quickly. Because you can’t possibly implement every new idea someone comes up with. By focusing on the process—regardless of the outcome... You can encourage disruptive thinking and not feel bound to accept or act upon the products of the disruption.

When rewarding staff and celebrating ideas, its important to have a clear understanding of how each of your staff PREFER to be acknowledged. Managers often make assumptions that all staff like to be publicly recognized, when in reality many are put-off by having company-wide acknowledgement. Some staff prefer more personal communication about their work and success. Some staff, in lieu of recognition, would actually prefer to be awarded budget money to pursue an idea, or ownership over the new project. Always make sure to ask each staff on your team how THEY would like to be acknowledged so they feel safe sharing ideas knowing their managers will accommodate their preferences vs being forced into a public award situation.

Acknowledge and appreciate the efforts of team members who actively participate in idea sharing. Recognize their contributions publicly, either through verbal praise or by providing incentives such as promotions or additional responsibilities.

Reward and celebrate ALL ideas. For a team member to share an idea, it's a vulnerable moment for many of them. Don't just reward the best, most original or most improved but rather the fact that they feel comfortable sharing ideas at all. If we minimize the bad ideas, those team members may not ever have the confidence to share great ones.

By modeling continuous curiosity yourself, and rewarding it in others, you demonstrate that insights can come from anywhere. This builds trust, engagement and sharing of ideas. Make learning and curiosity part of your team culture, not just during formal training. Remind the team their ideas don't have to be perfect to share and discuss them. Bring in external speakers and coaches to expose the team to new perspectives. Encourage skills growth by allotting time for learning new concepts, technologies and methodologies. Admit when you don't know something and are curious to learn more from the team. Don't fake expertise.

Champion curiosity, not just expertise. Stay open-minded, ask questions, welcome feedback, and embrace new experiences. Inspire learning from diverse sources to cultivate a culture of growth within your team.

How can a leader in a hybrid workplace encourage their team to learn from each other in 3 quick strategies? Peer Learning Sessions: Organize regular sessions where team members share expertise. Encourage informal knowledge exchanges, promoting learning from peers. Cross-Functional Collaborations: Foster projects involving diverse team members' skills and strengths. Facilitate collaboration, encouraging learning from different perspectives. Recognition and Appreciation: Acknowledge and celebrate team members' collaborative efforts. Emphasize the value of shared learning, reinforcing a culture of mutual growth and support.

Curiosity definitely is handy when you hear some idea that you don’t particularly agree with initially. Resist dismissing it. Breathe. Lean into asking a question from a place of curiosity vs. defense.

Modeling curiosity is like saying, "Hey, I don’t have all the answers. What do you think?" It’s about swapping the boss hat for a learner’s cap. Ask questions, admit when you goof up, and toss out a wild idea now and then. Encourage your team to do the same. It’s not about ditching expertise, but adding a scoop of curiosity to it. Let’s learn from each other, from customers, even from our mistakes. It's like turning our workspace into a big sandbox where everyone brings their own unique toy to the play. This way, we're not just hitting targets, we’re growing together while doing it.

Para criar espaço de novas ideias, é fundamental que você, como líder, esteja disposto a ouvir, o que implica explorar diferentes perspectivas e abordagens. Com o passar do tempo, é comum que as ideias se cristalizem, especialmente quando se ocupa o mesmo cargo por um longo período. Nesse contexto, é fácil se acomodar e continuar fazendo as coisas da mesma maneira. Por isso, a sugestão é: comece abrindo espaço para o diálogo, sem emitir críticas de imediato. Primeiro, escute atentamente, observe, analise e só então faça uma avaliação.

If you use the GROW coaching model, when you arrive at the Obstacle & Way Forward parts, inevitably you are asking your people for ideas and suggestions. Don't just agree blindly with their ideas. You need to challenge the ideas to see if they are committed to them or merely throwing something up. For great ideas ask how you could support it and get the resources needed. If you fail in this area, you people will catch on that you don't walk the talk and everything will fall apart.

✨Create a "bad idea" box. Have a box where everyone can anonymously submit their bad ideas. This can be a fun way to break the ice. ✨Hold a "pitch contest." Have team members pitch their ideas to the team in a short presentation. ✨Start a "suggestion box." Have a physical or virtual suggestion box where team members can submit their ideas. ✨Give everyone a voice. Make sure that everyone in the meeting has a chance to speak up. ✨Be supportive. When someone shares an idea, be supportive and open-minded. By following these ideas, one can create a more collaborative and innovative workplace where everyone feels comfortable sharing their ideas.

While creating challenging tasks and granting autonomy are beneficial, they might not always lead to ideas that are contextually creative. Grant and Berry's (2011) research suggests that blending intrinsic motivation with prosocial motivation and perspective-taking can produce more relevant and impactful ideas. Managers can achieve this by facilitating interactions between employees and the end-users of their work, helping team members understand the broader impact of their contributions. Opportunities to empathize with clients, customers, or coworkers can also drive this prosocial mindset. Ultimately, by promoting a deeper understanding of others' needs, employees will be more motivated to share ideas that truly make a difference.

Foster idea-sharing by balancing challenge and support. Provide constructive feedback and resources for improvement, using defined criteria for evaluation and offering guidance for development. Create avenues for implementation to maximize your team's potential and impact.

Work hard to build trust and share decision making authority. Celebrate other’s ideas and show case how they come to life. Reward people who lean and share their ideas and has winning concepts. Share your own ideas in plenum to set momentum and pace - share good and bad. Show it is ok to think out loud and also share less viable or unconventional concepts.

Share decision making authority. Empower others to drive idea implementation. Champion innovative ideas passionately. Generate excitement and momentum. Admit when someone has a better idea than yours. Praise the value of diverse perspectives.Reward those who share breakthrough concepts, even if unconventional. Express gratitude and give recognition for ideas that help the team. When others share ideas, visibly listen, appreciate, and build on them. Show ideas are welcomed. Regularly contribute your own ideas during brainstorms and meetings. Show it's safe to think out loud.

It is vitally important to lead by example and be consistent when building a culture where sharing ideas is prioritized. Building on the ideas of others in a group setting is one of my favorite tactics as this keeps the positive momentum going and limits negative actions and words. The power of the larger group really comes out when several diverse people each contribute to the solution. The leader's role is really to allow the conversation to move forward, pull quiet people in, ensure there is broad buy-in from the team and that a significant number of people feel ownership towards the outcome.

Leading by example is paramount in encouraging open communication. To foster a culture of innovation and feedback, leaders should welcome criticism directed towards themselves. Encouraging dissent and differing opinions starts at the top; if leaders don't embody this principle, it's challenging to expect it from the team. By allowing employees to openly critique leadership decisions, it sets a precedent for transparent dialogue. This openness can embolden team members to voice ideas, even if they might be unpopular or unconventional. Ultimately, embracing criticism as a leader paves the way for a more communicative and innovative organizational culture.

We were all in our employees' shoes at one point — new to a job, a company, an industry, or the workforce as a whole. By remembering where we came from and the encouragement we needed to speak up and offer new strategies, we can begin to emulate that for our teams. Even if we toss an idea into the pot that might not work, it shows that every idea is worth speaking and can contribute to the greater good of the company. Be the first to fail and the unease your team feels about sharing their thoughts on a project will start to melt away.

Não seja o dono da verdade já é meio caminho andado. Parar e ouvir o que as pessoas têm a dizer é a melhor forma de fazê-las se expressar. Além disso, como os colaboradores terão vontade de dar sua opinião se você mesmo não aceitar ser contrariado? É preciso ter a humildade e mostrar que está aberto a novas ideias, sugestões e valorizar essas contribuições. Se você mostrar que o que uma pessoa tende a dizer é sim importante, ela sentirá vontade de mostrar seu ponto de vista. Valorize o colaborador e suas ideias, assim os profissionais se sentirão parte do todo!

Years ago, during a team project, I noticed a member who always remained silent. It wasn’t until a chance coffee-break conversation that I discovered she had groundbreaking ideas but hesitated to share due to past experiences where her input was dismissed. This made me realize that creating a culture of open communication isn't just about asking for ideas but ensuring an environment where people genuinely feel their input is valued. Encourage team members to give feedback on presented ideas. When individuals see their ideas being taken seriously and dissected constructively, it builds confidence in the process. Sometimes, the quietest voice holds the solution to the most complex problems.

I recently read about the 'HIPPO effect' ('Highest Paid Person's Opinion'). It shows how some organisations might prioritise top earners' views. In the past I’ve sometimes led discussions with my team by voicing my opinions first, which I’ve learnt can deter open sharing. In our technologically evolving world, diverse team thinking is vital. Encouraging varied insights can counter the HIPPO effect resulting in highly valuable innovation and unique ideas. It's vital that leaders ensure every voice, irrespective of rank, is acknowledged. Often, standout ideas spring from psychologically-safe, diverse collaboration. After all, why form diverse teams if not to harness their immense potential?

By introducing external contributors/disruptors to an already established team you can achieve multiple results: 1) break communication barriers caused by organizational structures 2) create innovative point of views that shift attention to problem solving in a different direction 3) encourage cross fertilization within the company and enlarge networking idea's sharing Chosing wisely your external contributor is like adding a catalyst to your team ordinary reaction. You'll be surprised by the new ideas that will emerge.

Anonymity games. The most common reason for people not sharing ideas is because they feel they will be judged, laughed and ridiculed. Introducing games where people can drop in /post /share their ideas ( the jist of it as a pitch/ sketch, image ) will build their muscle in sharing. Everyone has ideas, but it's the fear that stops them from sharing them.