Welcome to this week’s blog that considers the working world, what we do, and what it takes to work with purpose,

lead with impact, and engage with people in a way that really makes a difference. In our ‘Work Unplugged’ podcast last week, Amrit spoke about people choosing, actively choosing, to silence themselves at work.  

This isn’t simply about being quiet; it’s a deliberate choice by employees to withhold their ideas, concerns, and feedback, often driven by fear, distrust, or lack of psychological safety. I hear about this phenomenon weekly from leaders and employees alike: people stop sharing because they don’t feel heard or valued anymore. They lack hope and faith in the powers that be, that they care enough to listen.

A 2024 study by He Sun Kim and Jia Wang from Texas A&M University, published in the European Journal of Training and Development, uncovers how self-silencing operates at both individual and organisational levels. Their research categorises silence into types: individual silence, organisational silence, and deliberate withholding. Crucially, organisational culture influences this deeply. When leaders and managers fail to cultivate trust and openness, silence becomes an embedded norm.

The research highlights that self-silencing isn’t just detrimental to organisational performance; it harms individual wellbeing. Employees who consistently suppress their voice show higher stress levels, reduced job satisfaction, and greater risks of burnout. This aligns with broader psychological studies on voice restriction, which demonstrate that being unable to express oneself at work impacts mental health negatively (Frontiers in Psychology, 2023).

Several reasons emerge repeatedly: fear of negative consequences, such as embarrassment or retaliation; a belief that their input won’t matter; or social dynamics like groupthink that pressure conformity. Research on groupthink shows individuals tend to align their behaviour to the majority even when they internally disagree, prioritising social harmony over truth (Janis, 1972). This dynamic is particularly destructive in workplaces where innovation and authentic dialogue are needed.

Employee engagement surveys often inadvertently highlight self-silencing. When many responses cluster in “neutral” options, it signals disengagement born from silence rather than genuine indifference. Red flags also come in silent moments during meetings or discussions where no one speaks up - a non-verbal indicator of fear or demotivation to contribute.

The concept of the psychological contract, a mutual expectation of respect, openness, and fair treatment, is cracked when people choose to silence themselves. This breakdown leads to lower trust, harming team cohesion and performance.

Research by Harvard Business Review (2023) found that leaders who create cultures of psychological safety can increase innovation by 27% and employee retention by over 20%. Psychological safety encourages speaking up, acknowledging mistakes, and challenging the status quo without fear. So, as leaders we have a duty to speak up.

And in doing so, the good news is self-silencing can be reversed. There is mush that can be done with a clear intention to improve the silence felt and fostered by people. Strengthen psychological safety by encouraging open dialogue and showing genuine curiosity in employee perspectives. Actively thank those who speak up to reinforce trust.

Address groupthink by inviting and valuing minority opinions. Use anonymous feedback channels to support those hesitant to share face-to-face. Examine engagement data deeply by looking beyond scores to ‘neutral’ or non-responses to detect hidden silence. Use pulse surveys or one-on-ones to prompt honest conversations.

Choosing to lead with empathy, and recognising the mental and emotional toll silence takes, is a leadership choice, that starts to strengthen relationships and earn the trust of those around us. Provide support resources and communicate clearly that all voices are valued.

Self-silencing is like an internal rot that quietly undermines every aspect of culture and wellbeing. It is that feeling of not living a life true and aligned to who we are. What we feel on the inside and what is portrayed on the outside are two different things, and that is dangerous. Exhausting. Toxic even.

But with intention, curiosity, and courage, leaders can break the silence, rebuild trust, and create workplaces where every person’s voice fuels collective success. The choice to listen deeply today pays dividends in resilience, engagement, and innovation for the future. And it is the right thing to do.

If you'd like to hear Amrit speak on this topic, click here to listen to the podcast!