Scenario #1: Giving Feedback

You’ve just wrapped a high-stakes project launch and ask your team in a group meeting, “What could we have done differently?” Crickets. Later, in 1:1s, people privately share thoughtful insights that never made it into the room.

Scenario #2: Soliciting Feedback

Two team members approach you hesitantly after a meeting. They share—nervously—that your habit of cutting people off mid-sentence makes them reluctant to contribute ideas. Their tone is cautious, and it’s clear they’re anxious about possible consequences for speaking up.

Scenario #3: The Sharp Surprise

Your team is under tight deadlines. In the middle of this push, a teammate suggests taking time to step back and brainstorm improvements to your workflow. On one hand, you know innovation and process feedback are important for long-term performance. On the other, you feel the urgency of “just get it done” and worry that slowing down might derail progress.

Scenario #4: Managing Dominant Voices in Meetings

In a team meeting, one or two strong personalities dominate the discussion. Quieter or more reflective team members rarely get a word in, and you leave feeling like you only heard from part of the room.

In your group, explore the following:

• What’s going on beneath the silence? Stress? Power dynamics? Fatigue?

• How might you follow up after the meeting to re-open the door?

In your group, explore the following:

• What’s your instinctive reaction?

• Which tool can help you receive with openness?

• How do you follow up?

In your group, explore the following:

• How do you balance immediate delivery pressure with the value of reflection?

• What’s one way to validate the idea without losing momentum?

In your group, explore the following:

• How can you redirect airtime without shutting down engaged contributors?

• What tools help you actively invite input from quieter voices in real time?