A senior manager once told how a weekly meeting had become a dreaded ritual. The team arrived, gave quick updates, and then fell into silence. Questions from the manager were met with one-word answers: “Yes.” “No.” “Not sure.” When asked for ideas, the team looked back blankly, as though saying, “You tell us.”
The meetings were frustrating, draining, and convinced her that the team lacked initiative, competencies, or intent to sabotage. What was happening, however, was disengagement.
Another employee explained how weekly team meetings had become dreaded meetings, as the manager held monologues pinpointing shortfalls, dispensing solutions, new targets, and veiled threats, without seeking ideas from the team. He had become an advice monster.
In some organisations, meetings that should inspire collaboration and creativity end up as routine sessions where employees only speak when compelled.
This creates an “illusion of productivity,” where employees spend enormous time in meetings, but little meaningful discussion or decision-making takes place. The silence is often a symptom of deeper issues within the organisation’s culture and leadership.
Employees choose silence in meetings for several reasons. Some fear reprisal, believing that sharing honest opinions may be met with criticism or career-limiting consequences.
Others have learned, through experience, that their contributions are routinely dismissed or ignored. Junior staff may feel it is inappropriate to challenge or question their superiors in a meeting.
In some cases, employees remain quiet because they see no clear purpose in the meeting itself. When agendas are vague or discussions are dominated by the manager, participants retreat into passivity.
The impact on the manager is equally significant. Silence can be deeply unsettling for leaders who interpret it as laziness or incompetence.
Left unchecked, it develops into frustration and even resentment, creating a vicious cycle where the manager becomes more controlling, and the employees become even quieter. The result is toxic meetings that leave everyone demoralised and the organisation deprived of ideas.
Managers can use proven strategies to improve the quality of meetings, like creating psychological safety, which is a belief that one can speak up without the risk of punishment, humiliation, or harsh judgment.
When managers foster psychological safety, employees are more willing to share ideas, raise concerns, and take creative risks.
Some practical approaches to improving meetings, like setting a clear agenda and communicating expectations beforehand, help employees prepare and feel confident about contributing.
Instead of asking closed questions that elicit “yes” or “no” responses, managers should use open-ended prompts such as “What challenges do you see in this proposal?” or “How else might we approach this problem?” These types of questions invite further discussion and demonstrate that diverse perspectives are valued.
Another useful strategy is rotating the responsibility of leading or presenting parts of the meeting. When employees have a role beyond passive attendance, they feel a greater sense of ownership, which improves participation and engagement, and a conviction that their input genuinely matters to the outcome of a discussion.
Importantly, managers must also demonstrate that ideas raised in meetings are acknowledged and acted upon. Nothing discourages employees more than seeing their suggestions vanish into a void.
Time management also plays a role. Prolonged, meandering meetings sap energy and discourage contributions. I once worked in a company where management meetings often commenced at 4pm and routinely ended past 9pm.
I later learned the same issues were rolled over with no substantive closure. A former boss of mine told me that, if a meeting lasts more than three hours, it should be a workshop. Productive meetings are structured, purposeful, and respectful of participants’ time.
When meetings are concise and outcome-driven, employees are more likely to engage actively rather than watch the clock. Admitting uncertainty, asking for feedback on their own decisions, and thanking employees for their contributions all help the manager dismantle hierarchical barriers.
When leaders set the tone by showing they are willing to listen and learn, employees respond with greater honesty and engagement.
The payoff for creating such an environment is great. Meetings shift from being dreaded obligations to forums where problems are discussed and solved, innovations are inspired, and employees feel part of something larger than themselves. Leaders no longer feel isolated in decision-making, and teams gain confidence in shaping the organisation’s direction.
As a manager, the next time you find yourself in a silent meeting, resist the urge to blame your employees. Instead, reflect on the culture and environment you have created.
Are people afraid of speaking up? Do they feel their views matter? Is the meeting structured to encourage dialogue? Have you become an advice monster? Do you provide leadership or dominate the meetings? What is your level of self-awareness and ability to control your emotions?
These are the questions every manager must ask, because when employees speak in meetings, they contribute ideas to help organisations thrive. And when managers learn to listen, meetings become not just a routine, but a powerful way of creating a culture where employees feel safe to give ideas.
The writer is a HR Strategist, Career & Leadership Coach
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