Speak Up in Meetings—Even When the Environment Feels Unsafe

Not all meetings are created equal.

In some, ideas flow freely.

People listen.
Disagreements spark innovation, not conflict.

But in others, speaking up feels risky.

Leaders dominate the conversation. Questions are treated as challenges.

Past experiences have taught you that pushing back has consequences.

This is a lack of psychological safety—where people hold back because they don’t feel safe to take risks, express dissent, or share incomplete ideas.

But here’s the problem:

If you wait for perfect conditions to speak up, you might stay silent forever.

When I wrote the edition on Stand Out or Stay Overlooked and asked about your biggest challenge when it comes to getting recognized at work, “I struggle to speak up in meetings“ was a popular answer.

And I get it.

I’ve been in rooms where speaking up felt like stepping on a landmine.

Like the time I questioned a senior leader’s pet project in front of the board, only to see the temperature drop twenty degrees.

Or when I suggested an alternative approach to a senior manager who was known for shooting down ideas that weren’t his own.

And yet, I’ve also seen how the right strategies can allow you to contribute without putting yourself at unnecessary risk.

I needed a better way to navigate.

Here are the three tactics I use to navigate low-psychological-safety environments while still making my voice heard.

1. Reframe Contributions as Questions, Not Challenges

2. Use Data as a Shield

3. Find a Low-Stakes Way to Enter the Conversation

Let’s get it

1: Reframe Contributions as Questions, Not Challenges

• Instead of: “I don’t think this will work.” Say: “Have we considered X?”

• Instead of: “We should do that.” Say: “What led us to this decision? Are there other options?”

A client of mine, who is a mid-level manager at a traditional company, changed how she interacted with her strict VP by asking questions instead of making statements.

When she gave direct feedback, it was seen as not respecting authority, but when she was curious and asked questions, it was viewed as being involved and engaged.

Within three meetings, she’d established herself as a thoughtful contributor rather than a threat.

Why this works:

• Questions invite dialogue instead of confrontation

• They allow you to challenge ideas without making it personal

• They position you as thoughtful and engaged, not oppositional

You can also try this: In your next tough meeting, take one opinion you hold strongly and turn it into an open-ended question that invites discussion rather than defense.

2: Use Data as a Shield

• Instead of: “I don’t agree with this.” Say: “I noticed that last quarter, teams that used [alternative approach] saw a 15% improvement. Could this apply here?”

Why this works:

• Data depersonalizes the argument. It shifts the focus from “your idea vs. theirs” to objective insights

• People are less likely to dismiss numbers than personal opinions

• It subtly positions you as informed and analytical, not just reactive

You can also try this: Before your next high-stakes meeting, identify one piece of relevant data that supports your perspective. Practice introducing it conversationally, not confrontationally.

3: Find a Low-Stakes Way to Enter the Conversation

Instead of forcing yourself to make a big, bold statement, ease in with smaller contributions first:

• Echo & Build: “I like what [Name] mentioned about X. One thing I’d add is…”

• Clarify & Expand: “Just so I’m understanding correctly, are we saying X? If so, would that also mean Y?”

• Summarize & Steer: “So far, it sounds like we’re leaning toward X. Are there any concerns we haven’t addressed yet?”

An introverted VP I coached used to sit silently through entire executive meetings, then email his (brilliant) thoughts afterward—where they were promptly ignored.

We implemented a simple rule: he had to contribute something—anything—in the first 10 minutes of each meeting.

He started with simple clarification questions and agreements.

Within a month, he was naturally weighing in on substantial issues, and his team noticed that leadership was actually implementing his ideas.

Why this works:

• Once you’ve spoken once, it’s easier to contribute again

• You create space for yourself while establishing your presence

• You subtly guide the conversation in a more open direction

You can try this too: Set a timer and contribute within the first 10 minutes of your next challenging meeting.

Beyond Tactics: The Strategic Approach to Unsafe Environments

These tactics work in the moment, but what about the long game?

How do you gradually improve psychological safety while protecting yourself?

1. Find Your Allies

Before big meetings, align on key points so you can support each other’s contributions.

A simple “Building on what John said…” can be a powerful validation when someone else speaks up.

2. Document Your Contributions

For example:

“Thanks for the discussion today. I wanted to summarize the points I made about X for further consideration…”

This creates a paper trail without confrontation.

3. Pick Your Battles

Ask yourself:

• How important is this to the company’s success?

• Is this aligned with my values?

• Will I regret staying silent more than I’ll regret the potential fallout?

Save your voice for what matters.

POLLS

Psychological safety isn’t always within your control.

But your ability to contribute strategically, even in tough environments, is.

Which will you try first?

• Turn a strong opinion into a well-timed question

• Bring one piece of data to back up your insight

• Ease into the conversation with an “echo and build” contribution

Because influence isn’t just about what you say – it’s about how you say it.

Thanks for reading. Be easy!
Girvin

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