The Role of the High-Performing Senior

Have you ever noticed that while no one voices opposition during a meeting, objections start popping up one after another once the meeting is over?

Such an organization is one where psychological safety is not guaranteed.

If psychological safety were guaranteed, everyone would say what they want to say when they want to say it. If that is not happening, it means there is 'something' in that organization suppressing safety.

The solution is surprisingly simple.
Someone on the suppressed side just needs to start the conversation.
You just need to play the fool and ask, 'Why is it like that?'

However, the person who says that must be someone who is a veteran among the members and is reasonably good at their job... in other words, a 'high-performing senior'.

By them taking the lead, the juniors will start to think, 'It's okay to do that.' Eventually, some of them will start to imitate it. That will become a small movement, and before long, it will take root as a culture.

Unfortunately, there will likely be no reward for the high-performing senior.
In fact, they might even be shunned by upper management. If they are the type who considers being shunned by upper management a good thing, they are even more perfect for this role.

Management must not let go of high-performing seniors who act in such a way. They should maintain a relationship with them that is like an opponent in a game—both an enemy and an ally.

This is because they will become the foundation that shapes the company's culture.