In many South African SMEs, leaders assume that employees will automatically speak up if there is a problem or a promising idea. However, the reality is far more complex. Before they candidly speak out, employees will weigh the risks – consider outcomes, relationships, and company culture. It is leaders who prioritise their people’s voices who see higher levels of engagement in the workplace. Engagement should not be seen just as working hard. It is about being willing to contribute ideas, challenge assumptions, and offer feedback. And that willingness is built on trust, fairness, and a feeling of safety.
Your people have a voice – are you listening?
Voice is a choice, not a given
Employees have the power to engage by speaking up, but they also have the power to stay silent. Research shows that people withhold feedback when they fear reprisal, judgment, or invisibility. This is particularly relevant in South African SMEs, where teams often include a mix of cultural, racial, and generational backgrounds. Employees constantly assess:
- Will speaking up be respected?
- Will my contribution make a difference?
- Am I risking my reputation or position by sharing my thoughts?
When asking these questions leans toward risk, silence becomes the default. And silence can be costly – ideas are lost, small problems become big, and engagement declines.
Psychological safety: The game changer
The concept of psychological safety is simple: people are more likely to speak up when they feel safe from ridicule or retaliation. But in practice, creating this safety takes skill and intentionality. SME leaders can build psychological safety by:
- Welcoming input openly: Asking for ideas regularly and acknowledging contributions in real-time.
- Responding constructively: Avoiding reprimanding mistakes or dismissing suggestions – instead, treating them as learning opportunities.
- Modeling openness: Sharing your own challenges, admitting when you do not know something, and showing that feedback is valued.
According to Harvard Business Impact leadership behaviours that promote psychological safety include framing work as learning opportunities, inviting participation, and responding productively to feedback. Ane in South Africa’s culturally diverse workplace, leaders who openly respect differences and foster inclusivity create an environment where employees feel safe enough to engage.
Click here to read our blog, “Five tips to instill psychological safety in your team.”
Negotiating engagement through voice
Engagement cannot be commanded from above – it is negotiated. Employees continuously evaluate whether their input is worthwhile, recognised, and safe from reprisal. In SMEs, where team structures are smaller and more personal, this negotiation happens constantly. A single negative interaction with a leader can discourage a team member from speaking up for weeks – or permanently. Conversely, positive reinforcement of speaking up can spark creativity and innovation and motivate effort.
For example, if a junior staff member proposes a new client approach and the idea is welcomed and implemented, engagement grows. They see that their voice matters. On the other hand, if the same idea is ignored or criticised publicly, it sends a message that speaking up carries risk, reducing future engagement.
The role of culture in employee voice
South African SMEs operate in a unique cultural context. Historical inequalities, ethnic diversity, and community norms influence whether employees feel comfortable speaking up. Ubuntu – a philosophy that emphasises relationality, mutual respect, and community – provides a powerful lens for engagement. Leaders who acknowledge the relational aspect of working in a team, show respect for collective goals, and validate employees’ perspectives, create environments where voice and engagement flourish.
Cultural sensitivity also means recognising that different people respond to different modes of communication. Some employees may prefer private conversations, while others thrive in open team discussions. Knowing your team, understanding their preferred communication styles, and being culturally attuned enhances engagement through voice.
It is a catch-22 situation. Employee silence begets an unfavorable work culture. And an unfavourable work culture begets employee silence. A BI Business Review article reveals that “across the world, media reports and research show that unethical practices, errors, safety issues and inefficacies endure because employees do not share their views, questions, ideas and concerns.”
Leaders can make a practical difference.
Practical steps for SME leaders
- Invite and encourage ideas consistently: Do not wait for problems to escalate. Regularly ask, “What’s your perspective on this?” or “Do you see a better way?”
- Act on feedback, visibly: When employees see action taken based on their suggestions, trust and engagement grow.
- Protect those who speak up: Make it clear that voicing concerns or ideas is valued, and ensure there are no negative consequences.
- Provide multiple channels for voice: Not everyone is comfortable speaking up in meetings. Small-group discussions, or one-on-one check-ins can help.
- Model the behaviour you want: Leaders who show vulnerability, admit mistakes, and welcome feedback set the tone for open dialogue.
Click here to read our blog, “Leadership in Action.”
Why it matters
Employee voice drives innovation, problem-solving, and resilience. In South African SMEs, where teams often operate under tight budgets and rapidly changing conditions, the ability to speak up safely can be the difference between stagnation and growth. Ignoring the role of voice is not just leadership oversight – it can cost money, time, and talent. Employees who feel silenced may disengage quietly, increasing turnover and reducing productivity.
Employees who feel heard are more engaged, motivated, and willing to go the extra mile.
In summary
Engagement does not happen automatically, even under the best leaders. Employees negotiate whether to participate fully based on whether their voice is safe, valued, and impactful. In South African SMEs, leaders who foster psychological safety, cultural sensitivity, and trust will see their teams step up willingly, share ideas proactively, and invest discretionary effort in the success of the business.
Your team’s voice is your most powerful tool for engagement. The question is: are you listening?
4Seeds is the ideal human development learning and development partner for small to medium-sized business looking to nurture psychological safety and high-employee engagement that enables individuals, teams, and leaders to flourish, and for the organisation to thrive.
Book a discovery call to learn more tailoring a coaching programme for your leaders.
Over to you for sharing your comments and experiences.
About the Author: Kerstin Jatho
Kerstin is the senior transformational coach and team development facilitator for 4Seeds Consulting. She is also the author of Growing Butterfly Wings, a book on applying positive psychology principles during a lengthy recovery. Her passion is to develop people-centred organisations where people thrive and achieve their potential in the workplace. You can find Kerstin on LinkedIn, Soundcloud, YouTube and Facebook.
