Good leaders know that how a conversation develops is not the only way it could play out. Each conversation is partly determined by the work culture – the way we do things and talk about things around here. How people looking and sounding like me, with my experience and qualifications, get to learn how to speak to whom about what, in what setting.

We need leaders who are curious about how a work culture authorises, enables and silences some people’s voices – setting rules, that are often hidden. Leaders who are curious because they want to hear different voices. So, they do not rush to tell you what they think or take sides. They try and notice their bias and preferences; they ask open questions to create time to think and make it safer for others to share their know how. Leaders who try and keep in mind these four questions.

• What small changes could I make to make it safer to speak?

• Whose voices need to be heard?

• How do I/we silence each other?

• How do I/we help each other say more?

Good leaders do not conflate effective leadership with doing good or behaving ethically.  History tells us this. The skilled leader holds in mind the reality of bad leadership. Knows how to recognise it, in themself and others, and how it works to silence certain voices and dissent.