You might be picturing an orderly discussion. The agenda progresses according to script. Each point is met with constructive support, and there's no rocking of the boat. Decisions come easily, and the people who matter most leave with a glow of efficiency and affirmation.

Consensus can arrive quickly when people don't say what they think.

Professor Amy Edmondson's early research on psychological safety helped explain why some of the highest-performing hospital teams reported more errors than others. The most likely explanation was that people felt safe reporting mistakes, giving leaders a more accurate picture of what was happening.

We see the same pattern in professional services. The inputs that improve decisions the most are rarely the easiest ones to hear. They happen when people feel able to question an assumption or raise a concern. No topic is off limits. There is no penalty for being honest. People know that with great power comes great responsibility to manage your ego and insecurities.

That's why so much of our work with leaders focuses on everyday behaviours. How you respond to a mistake, a request for feedback, to someone who wants to talk to you about something that's bothering them or when you notice behaviour that crosses the line impacts whether people speak up the next time. It also impacts trust, respect, performance and a range of risk outcomes.

As firms navigate growing complexity and higher legal/regulatory requirements, that matters more than ever.

The next time a meeting ends with quick agreement and very little discussion, ask yourself: Where were the different views? Who was heard? Who wasn't? Who said 'yes' but meant 'no'? Those moments tell you far more about the health of your culture than a room full of agreement.