Last updated 10 November 2026
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In short
Ask regularly, respond well the first time someone raises it, and show what changed as a result.
Staff usually stay silent when they think nothing will change, or that speaking up will count against them. By the time it comes up in an exit interview, it is too late to act.
What to do
- Ask regularly Add one question to team meetings or one-to-ones, such as “What is getting in the way of your work this week?”
- Respond well the first time Thank the person, ask what would help and agree one next step, even a small one.
- Show what changed When a concern leads to a change, such as a deadline moved or a task dropped, tell the team.
- Offer another route Some people will not raise it with their own manager. A Champion or an anonymous check-in gives them another way to do so.
- Watch the figures Rising overtime, leave not taken and more sick days can show a problem before anyone mentions it.
Watch out for
- If a manager replies “everyone is busy”, the team learns not to raise it again.
- Managers often find these conversations hard, as they may not be able to reduce the work themselves.
Discover more
CourseSupportive Conversations at WorkHelps managers respond to concerns about tasks, deadlines and workload. Dates to be confirmedRegister interest on Wayfinder →
Kaleidoscope Labs manages the Network and provides some of these courses and workshops for a fee.
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ArticleWhen Silence Is Not Golden: Building Psychological Safety in Singapore TeamsRelated questionMany of our staff say they are burnt out. Is resilience training enough?Related questionSomeone has raised a harassment concern. How do we support them while it is looked into?
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