Trish's Blog

When a leader decides how much dissent a team can hold, they are rarely deciding for themselves alone.

That decision travels.

It reaches the junior analyst who watches what happens to the person who pushed back, and calibrates accordingly. It reaches the customer who gets the product that survived the meeting rather than the one that would have served them. It reaches the future hire who can sense, in the first week, exactly how much of their real thinking is welcome here.

We talk about inclusion as if it lives in a policy. It lives in moments. In who gets interrupted. In whose idea gets a name attached and whose gets absorbed into someone else’s. In what happens in the four seconds after somebody says something strange.

This is why I do not run an isolated workshop and walk away. The way thinking gets treated in a leadership team sets the weather for everyone downstream of it.

Change the room at the top, and you change what thousands of small moments are allowed to become.

Weird Wisdom, at its core, is about who gets to be fully themselves at work, and who pays when they cannot.