Yesterday we shared strategies for how to use language in disagreements. If you want people to share bold ideas and challenge assumptions, you also need to create the right environment for it. Here’s how.
Train for verbal skill, not just mindset. Instead of instructing people to be open minded or empathetic, show them how to say things that actually convey those traits. For example, replace “be more curious” with “I’m curious how you see this.” Storytelling, hedging, and acknowledgment are teachable, repeatable skills that make disagreements productive.
Model what good looks like. Leaders should demonstrate these behaviors regularly—in meetings, performance reviews, and one-on-ones. When employees see respectful disagreement in action, they’re more likely to mirror it. This is especially true when leaders use receptive language even under pressure.
Use technology to support change. Digital platforms create new opportunities to coach in real time. From pre-meeting prompts to AI-powered feedback dashboards, there are scalable ways to help people reflect on and improve their language. Even simulated disagreements with chatbots can provide low-stakes practice.
Make hiring and promotions a filter. Treat constructive disagreement like any other core skill. Ask candidates how they’ve handled past conflicts, assess how they communicate in moments of friction, and reward employees who demonstrate the skill. |
