Loud doesn’t mean smart. Senior doesn’t mean right. Confidence doesn’t mean clarity.
Just like the way there is no correlation between speakng fluent english and being intelligent; there is no relationship between someone being extrovert and being the sharpest mind in the room. I mean there are many, no doubt, but these are two different characteristics and not necessarily found together all the times. We all have come across some of those most confident or at times the loudest voice in the room, who have limited or at times no sense to what they do or say. At the same time, I am sure each one of us know couple of quiet people who are incredible in terms of their thought process, knowledge and wisdom. This article is for you as a leader to ensure those voices are heard.
Quiet people can be incredible in meetings and they are often the smartest.
You know the ones. They are focussed, they show up to every meeting, cameras on, ears open, and mouths closed.
You could sit through numerous meetings and never hear a word from them. Not a single opinion, not even a reaction. But somehow, you know they’re paying attention. You know they’re thinking.
They’re not silent because they have nothing to say. They’re silent because they don’t waste words. While others fight to speak first, they wait. Sometimes the real leadership in the room is sitting quietly, taking notes, and giving everyone else the space to make noise. While some talk just to be heard, they listen. They notice patterns. They read the room. They remember what others miss.
And when they do speak, people listen. Because it’s rare and, it matters.
You want better meetings? Start valuing the quiet. Not just the noise.
Quiet isn’t empty. It’s often full of ideas.
Let’s talk about psychological safety. Not the textbook definition, but the version that lives inside a team, when you as a manager ask, “any thoughts?” and by the time the introverts assemble their words in the mouth and wait for their turn to speak, extroverts have given their thoughts and already being praised for it..
In my 20 years of working in HR, I’ve watched introverts get steamrolled by more confident, faster-talking colleagues. And it’s not because they don’t have ideas. It’s because they’re wired to think before they speak. When the room is built for speed, quiet thinkers get left behind.
The real risk? You start running on the ideas of the loudest, not the wisest.
And that is the problem with performative participation and we have all seen it. The same few people dominate every meeting. They are not always wrong, but they’re not always right either. We reward them for being “engaged,” while the quieter folks who need time to reflect get labeled as “passive.” That’s bad for culture, and worse for decision making.
If your culture equates value with volume, you’re creating an echo chamber. It doesn’t just sideline introverts, it hurts everyone.
What psychological safety actually looks like.
Psychological safety isn’t about everyone feeling good all the time. It’s about people feeling safe enough to say, “I’m not ready to answer yet,” or “I have a different opinion,” without fear of being dismissed.
It means creating space for ideas that take longer to surface – and treating them as equally valuable.
What you can do, starting this Monday 🙂
- Stop expecting instant answers.
- Ask a question in the meeting. Then give everyone 24 hours to respond. You’ll be surprised how many strong, thoughtful ideas show up in inboxes the next morning.
- Mix up your meeting formats. Use breakout rooms. Try written responses before verbal ones. Give people a choice. Don’t assume that Teams or the boardroom is the best place for everyone’s brain.
- Keep track of airtime. Literally. Take note of who speaks, how often, and for how long. If the same voices take up 80% of your meetings, it’s time to re-balance the airwaves.
- Give credit publicly. Invite input privately. Some introverts will never raise their hand in a group. That’s fine. Find them where they are. Send a note: “I’d love to hear what you think about this.” And when they reply, amplify it.
- Redefine what participation looks like. Speaking up isn’t the only way to contribute. Documenting decisions. Spotting risks. Asking follow-up questions. All of these are signs of deep engagement. Recognize them.
Why it matters now more than ever?
In hybrid and remote environments, psychological safety gets tested constantly. People who already felt invisible in the office can disappear entirely online. Your job is to make sure they’re seen, heard, and respected, without making them perform extroversion to be taken seriously.
Don’t mistake silence for lack of interest. Sometimes, it’s the sign of someone who’s actually thinking deeply about the problem. That’s exactly the kind of person you want in the room – if you’re willing to wait for them to speak.
If you’re building a culture where people are only heard when they talk fast and loud, you’re not building a culture at all. You’re building a stage.
And the best teams aren’t actors. They’re thinkers.
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