In a team setting, leaders should generally wait to speak last.

A boss might feel the need to speak first, as a statement of his/her power and position. Or they might be a control freak, afraid to not have everything go their way. In a weak team, the team might consistently defer to the leader, looking for direction and guidance from above.

The danger of speaking early in a discussion is the potential to stifle input from team members. Unless there is a strong culture of openness and equality, team members might refrain from offering additional valuable input or simply acquiesce to the leader’s opinions. Without a range of input, the team runs the risk of making suboptimal decisions, not fully informed by the combined knowledge of the team members.

An effective leader, on the other hand, is committed to building the team and each of the members of the team and to making the best decisions. An effective leader recognizes the value of speaking last, with these advantages:

1. By waiting to speak last, the leader is intentional about gaining input from each member of the team. He/she recognizes the value of diverse perspectives and seeks truth and openness. This requires an investment of time and sometimes requires drawing out the thoughts of quieter team members.
2. By waiting to speak last, the team members can discuss, debate, and draw out additional input from team members. The leader’s thoughts can too often be viewed as the final word, ending the discussion.
3. By waiting to speak last, the team can weigh various facts or opinions, beginning its own movement towards consensus.
4. By waiting to speak last, a leader has the opportunity to assess team members, especially their thought patterns, decision-making skills, and powers of persuasion.
5. By waiting to speak last, a leader has the opportunity to identify developmental needs of team members.
6. By waiting to speak last, the leader can focus his/her efforts on moving the team towards consensus in which they all feel a part.

The leader always has the right to overrule the team consensus, however, doing so on a frequent basis is likely to make the team members feel that seeking their input was merely perfunctory and that the leader is prone to ramrodding their own agenda. On the other hand, the team discussion may draw out information that can change the leader’s view from a preconceived notion.

An effective team has a sense of equality and connection. They value each other and their knowledge and opinions. By following the practice of the leader speaking last, the team can build a culture of openness.

How effective is your team? Are you getting the maximum benefit from all the team members?