Create conditions where team members can raise adaptive risks, errors, and dissent early.
Silence is data, not consent. Frame the work as uncertain People speak more honestly when the leader names that the work contains unknowns. Saying 'We may be missing something' is stronger than pretending the plan is obvious and then asking for concerns as a formality. Invite specific voice Generic questions reward the quickest or most powerful voices. Specific prompts give people a safer entry point: risks, assumptions, customer signals, operational constraints, or dissenting evidence. The narrower the ask, the easier it is to contribute. Respond as a learning leader The first response teaches the room what happens to candor. Thank…
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