I’ve been thinking a lot about the dismissal of the BLS Commissioner.

And the profound leadership lesson that resides inside the larger story.

Successful decision-making is predicated on access to pertinent information, and when working with clients and their leadership teams, it’s not uncommon that the flow of information to them is stymied, if only by the powerful roles they inhabit.

It can be daunting to speak up when the person to whom you’re speaking sits in a more powerful position.

More so if they have say-so over your livelihood and trajectory.

The remedy is not to tell team members that their voice is welcome.

It is, instead, to cultivate an ethos and climate where it is expected.

No doubt, on more than one occasion, this will be a pain in the ass.

The naysayer, the challenger…  Their input can feel abrasive.

Unhelpful.

Even undermining.

But the alternative cripples solid decision-making, chokes off innovation, and ultimately impedes the progress of the organization.

So, a brief checklist of sorts:

• Vehicles for the travel of information: Do you have multiple pathways for information flow to yourself and other decision makers on your team, particularly at the top of the organization? Small working groups, town halls, polls, regular breakfasts with agendas that focus on ideas and input for key initiatives, team meetings that elicit input from team members first and their leader last – all create opportunity.
• Culture: Are leaders cultivating a culture of expectation for speaking up, rather than mere permission? Are even the most junior team members looked to for their thinking and observations?  (Logan Bennett’s story always comes to mind, one where it truly was a matter of life and death.)
• Behavior: Culture is driven by behavior. Is your culture visible, rather than merely spoken, to those throughout the organization?  What is observed when team members contribute their thinking, opinions, and suggestions?  Are they respected as meaningful contributions?

Questions and curiosity propel us forward; fear and silence sink us.

For more on working with me directly, you can find consulting and coaching offerings here.  I work with CEOs and senior executives — and their leadership teams – to optimize performance and outcomes.  A specialty is working with senior leaders who have just landed in – or are preparing for – much bigger, more visible roles.  This coaching program is still one of the most popular for senior execs who want strategic guidance and unlimited access all in one.  It’s also one of my most accessible offerings.

If you’re a senior leader considering your Next Act, drop me a note here to learn more about applying to attend a very special, brand new exclusive program on February 26+27 in Raleigh: The Big Work Retreat.  5-star property, outstanding colleagues, and two days devoted to exploring what you want to do in your next phase of work and life and creating a plan to make it happen.  Highly customized with lots of individual airtime.

2026 conference speaking engagements and workshops are being booked now.  The most popular topic this year: Anticipatory Initiative℠: How to Stay Ahead of the Curve and Beat the Competition.  Go here for a full list of topics.  I’ve spoken at conferences with thousands and intimate executive retreats and off sites with 30 people in the room, and at places like Blue Cross and Blue Shield, Association Forum, American Bankers Association, Harvard’s Kennedy School, and many, many more.  No matter the topic or audience, audiences describe me as dynamic, inspirational, and real with practical information you can implement immediately.  Meeting planner resources can be found here.