Nelson Mandela, was once asked how he became a great leader, to which he responded, “Be the last to speak.” Jeff Bezos boosts team creativity and decision-making by speaking last in meetings. The founder, executive chairman of Amazon, says, “In every meeting I attend, I always speak last. I know, from experience, if I speak first, even very strong-willed, highly intelligent, high-judgment participants in that meeting will wonder, ‘If Jeff thinks that? I came into this meeting thinking one thing, but maybe I’m not right’. If you’re the most senior person in the room, go last. Let everyone else go first. Ideally, have the most junior person go first — try to go in order of seniority — so that you can hear everyone’s opinion in an unfiltered way. Someone you really respect says something? It makes you change your mind a little.”According to experts, an individual’s perspective has a disproportionate impact on a final decision, resulting in what social scientists call a “informational cascade” that encourages similar beliefs. How can you ensure that you hear what others believe before expressing your own?
Employees as ‘owners’
Xavier Augustin, founder & CEO, Y-Axis says, “I highly value members of my core teams having ‘ownership’ of the challenges we face, particularly in our processes and products. This approach aligns with techniques like Jeff Bezos’, who speaks last in meetings to ensure that all viewpoints are heard. By encouraging our employees to act as if they are ‘owners,’ we establish a culture in which every individual feels the same sense of responsibility as a proprietor,” says the entrepreneur adding, “In our meetings, we make certain that the voices of people on the front lines, our ‘owners’, are heard first and foremost. They bring genuine, unvarnished insights into our problems, resulting in more effective and inclusive decision-making,” says Xavier.
By prioritising this approach, he says, “We accomplish two critical outcomes: our people acquire a sense of professional fulfilment, and the firm benefits from diverse, authentic contributions that drive meaningful change. The goal is to value every voice and avoid what’s known as a “informational cascade”, in which the range of viewpoints held by the majority is eclipsed by one dominating opinion.”
By encouraging our employees to act as if they are 'owners,' we establish a culture in which every individual feels the same sense of responsibility as a proprietor. They bring genuine, unvarnished insights into our problems, resulting in more effective and inclusive decision-making.
Agree to disagree
Srini Raju, founder & chairman, iLabs Capital says, we always do open house conversations, but there are times when individuals are nervous. Our strategy to improve communication is to encourage cross-functional discussions. Collaboration among different teams can result in a broader range of viewpoints, unique ideas, and, ultimately, improved decision-making. Employees should not get the impression that the boss is closed to their ideas and just decides what he wants. It is not necessary to implement everything, but if the proposal is worthwhile, it can be included in policy making decisions. However, such decisions can sometimes result in good ideas.
Got to be better
Speaking last, says Jay Galla, managing director of Amara Raja Group, was the first lesson his industrialist father Ramachandra Naidu taught him when he started working for the company 30 years ago: “Wait until everyone has spoken.” “When you have authority, it is far simpler for people to agree with you than to disagree, and you end yourself in an echo chamber. One strategy is to reserve your opinion. It all boils down to how you create collaboration, being more involved in the thought process, decision making and expressing their ideas without fear of being wrong or embarrassed. It is a more comprehensive method in which you motivate the team,” says the entrepreneur and politician.
“When I meet with the team, the rule is that everyone is equal and there is no hierarchy. Initially, you must draw others into the debate rather than simply waiting and giving your perspective at the end. Even when I give ideas, I encourage the team to tear it apart and challenge it. If they don’t, I’ll dissect it myself. The main goal is to create more collaborative thinking, working, and decision-making in which everyone takes collective responsibility and accountability for the decisions and outcomes. There should be no fear of failing.”
When I meet with the team, the rule is that everyone is equal and there is no hierarchy. Even when I give ideas, I encourage the team to tear it apart and challenge it.
Listen, don’t judge
Vishnu Raju, chairman, Exciga Group, says listening is a leadership responsibility that is not listed in the job description. It’s difficult to know what your employees are thinking, what's bothering them, or how to help them break out of a performance rut unless you take the time to listen to them. Listening necessitates your awareness of body language, facial expressions, mood, and natural behavioural patterns. Always good to hear people out patiently without interrupting and judging — that’s when people are free enough to voice their true opinions or thoughts.
Leading by example
Rather than imposing his own solutions, Dr. B. Bhaskar Rao, chairman and managing director of KIMS Hospitals, uses a tried-and-true method in which he presents an issue and allows team members to submit their own. By avoiding solutions up front, he hopes to avoid a situation in which team members simply agree with the leader’s point of view. Dr Rao emphasises the necessity of building a culture where varied viewpoints are appreciated. “This technique aggressively combats the common challenge of being unwilling to disagree with or counter the views of senior leaders. The best answers result from the synthesis of several perspectives,” says Dr Rao adding, “This not only encourages active engagement and reflection, but it also underlines the notion that leadership is a collaborative journey in which everyone’s perspective is valued and contributes to the organisation’s success.”
It’s better to listen, than talk
According to Satyendra Prasad Narala, MD, Regency Ceramics, effective learning and patience are vital characteristics that distinguish leaders and pave the way for meaningful collaboration. “Leadership is as much about what is heard as it is about what is said. By actively listening, appreciating various perspectives, and strategically contributing, a leader cultivates an environment conducive to innovation.”
As the company’s head, he promotes open discourse that allows for thorough analysis of ideas, supporting creativity and critical thinking.
Speak your minds
Lion Suchirindia Group Chairman Dr. Y. Kiron believes strongly in the importance of a firm attitude and clear communication. He emphasises the benefit of speaking last, claiming that those who wait get to hear several points of view before forming their own. “Influential figures, like Prime Minister Narendra Modi, frequently chose to speak last at gatherings. This intentional approach may foster an environment in which others feel more comfortable expressing opposing viewpoints without fear of offending a notable leader,” says Dr. Kiron.
