If you want to be someone who significantly contribute to the organisational growth, learn to speak your mind
Workplace courage is not about whistleblowers alone. a martyr who sacrificed oneself for the organisation. It is mainly about your ability to speak up when there is a difference of opinion or you see anything going wrong ethically. Say Going against management or your seniors is not easy yet say when you feel that that new policy on sales is not going to work or the team senses that an unfair treatment was done by a senior. It may not be sexual always. So how to develop workplace courage without being at the risk of getting fired or being mocked.
Be courageous and courageous alone: Just look at yourself critically when you raise voice against something. Ask or better yet, listen to people's feedback about your act of voicing opinions.
Do you have facts and data to back up your claim? Say, a new, about-to-be-implemented policy of compensation looks unfair. If you want yourself to be heard, research on why would this policy fail and where it has failed earlier. People listen to logics if they are mentioned with prior data and calm mind. If it seems like an outburst, it will make you look vindictive and it does not help ever.
Why conflict causing topic: Are you clear on the reason why the conflict-causing topic is needed to be discussed in open? People tend to avoid conflicts or unpleasant messages as no one wants to be in a place of being disliked by many. Keep the objective of meeting focused on the exact point of conflict. And never, ever make it sound personal saying, "Oh you sure have to oppose me. After all, you have never been a good colleague." Also, make sure to state the time of ending the meeting. Sometimes people avoid such meetings because they think it is that long unending Pandora's box, once opened. Do you think more on "how" to deliver more than "why" to deliver? Thinking of why will make your points crisp and non-personal.
Avoid sugar coating: If you are talking of a point which is not agreeable, where most seniors will have their antenna up and peers might agree quietly but will not be vocal in the meeting, the word of caution is: do not sugar coat. Be confident of points you need to speak and have those points backed up with research. Do not make it sound like 'information'. In most of the meetings I have attended as a consultant, I have witnessed classic chutney sandwich: appreciation of good points as the first layer, the main message of discomfort as thin spread chutney and then another good point layer. No one notices that thin layer. If you want results, speak in a balanced contextual manner and without personal vendetta. People should not leave the meeting thinking what was the purpose of the same.
Question the outcome: Questioning is a crucial skill for workplace courage. Once people identify you as a direct, upfront person, they will either make you an unofficial spokesperson or worse, a scapegoat. Courage also demands that you learn to conduct a soft version of interrogation. If you take up an issue to seniors and make it sound like a union demand, it will be subject to many queries. You can answer them only if you have discussed and asked questions to your team or peers. Always think of what the end result could be? If the implementation is of your choice, the possible outcome is crucial to think beforehand. Too often, we jump to conclusions without sufficient information at hand.
I have sat through many meetings where stakeholders are being shown in dark shadow or being isolated, progress is being sidelined and at that time, team agreeing on one single agenda is a far-fetched thought. Some people leave the room completely disheartened and ready to log on to the job search portal because either a lot of people are skirting the main issue or using it for proving others wrong.
If you want to be in significantly contribute to the organisational growth, learn to speak your mind. As long as it is calculated, contextual and not grudge-bearing, a legacy is en route to be created by YOU.
The writer is strategic advisor and premium educator with Harvard Business Publishing
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