At school, I always ended up volunteering for the most unpopular events on sports day. I’m not exactly a natural athlete, yet every year, I’d find myself signing up for shot-put, the 800 meters, and the dreaded 1500. It wasn’t because I enjoyed these events or that I was any good at them at all. It’s just that when someone says, “Any volunteers?” and no one steps forward, I feel this pull to fill the void. Fast forward to today, and I still feel that same pull when I hear “Any questions?” at the end of an important presentation. My hand goes up, even if inside, I feel a bit sick.
For many people, that simple question—“Any questions?”—carries a weight of potential risks: What if I ask something that makes me look ignorant or uninformed? What if my question accidentally makes someone else look bad or jeopardizes my reputation? Maybe you’ve felt it, too. The stakes feel high, and answering feels like stepping into a spotlight you didn’t ask for. It’s also dishearting for leaders/presenters to meet a sea of silence when they open up to the audience. It seems like the most natural thing to do when you’re creating your presentation or pitch, to leave 5-10 minutes at the end for ‘Any Questions?’- that’s 2-way engagement, right? But leaders are often disappointed in the response – irl or online. So, how do we make it safer to speak up?
Understanding Psychological Safety: Making Feedback a Natural Part of Work
Psychological safety is a fundamental part of creating a culture where people can engage without fear. In a safe environment, feedback flows naturally, and team members feel comfortable enough to speak up, share concerns, and offer ideas. When we’re able to lower the stakes, people don’t feel that they’re risking their reputation by speaking their mind. This is especially important in times of change, when openness can help teams adapt and thrive. We need to move beyond “Any Questions?” to create real dialogue. What can help?
Using Anonymous Q&A / Comments channels
Using something like Sli:do, Menti etc and having an open, anonymous, feedback channel through presentations can help people consider and phrase their questions carefully (rather than the added pressure of speaking in front of any audience). And with more of these tools, other colleagues can vote and comment on those questions – meaning the most powerful and representative questions rise to the top. If you add a facilitator or host to your meeting, they can then replay the questions to presenters.
Introducing the 1:2:4 Technique
This is my personal favourite – the 1:2:4 technique is a structured method that takes the pressure off individuals by guiding them through a series of group discussions. Here’s how it works:
1: Individual Reflection: Each person starts by reflecting on a question or topic individually, 30-60 seconds is usually enough. This step gives people time to gather their thoughts without the immediate pressure of speaking up in a group.
2: Paired Discussion: Then, each person pairs up with one other person to share their thoughts. This allows everyone to “test out” their ideas in a low-pressure environment, making it easier to open up.
4: Group of Four: Next, each pair joins another to form a group of four, and they share and expand on their initial thoughts. By this point, people have had a chance to refine their ideas and feel more confident.
All: Group Discussion: Finally, the whole group comes together, and each smaller group shares their main insights or feedback. By the time individuals are speaking in front of the whole team, they’ve already had several chances to clarify their thoughts, making it easier and safer to speak up. They’re also de-risking by representing any questions as a ‘We’ rather than an ‘I’ – (eg “We wondered how this is going to work” rather than “I wondered…”
This approach is inclusive in all sorts of ways and can help you manage groups where certain people speak all the time, or you have people like me who can’t stand the silent void. If you’re short on time, you can get the smaller groups of 4 to submit any questions via one of those online tools mentioned above. Or you can go straight into Fours depending on your audience. But i would encourage you to invest in the time both as a sense making exercise and to raise important questions.
Changing the Language
One of the simplest yet most powerful shifts leaders can make is to move away from generic, open-ended questions and instead create specific, welcoming opportunities for feedback. When someone asks, “Any questions?” we often don’t know where to start. But if a leader asks, “What’s one thing that could make this easier for you?” it feels more approachable. Here are a few ways to rephrase common questions to make it safer and easier for people to engage.
- Instead of “Any questions?” try “What’s one way we could make this process smoother?” This phrasing reduces the pressure to respond with something profound or perfectly formulated.
- Instead of “How am I doing as a leader?” try “Is there anything I could do differently to support you better?”. This phrasing implies a commitment to improvement and reassures the team that you’re genuinely open to hearing what they have to say.
- Instead of “Do you feel supported?” try: “What’s one thing I could do right now to help make your work easier?” Specific, actionable questions like this feel personal and actionable.
When we shift away from loaded, open-ended questions and take steps to create a psychologically safe environment, we encourage a culture where feedback feels natural and constructive.
Making Feedback Part of the Culture
Building a feedback-friendly culture takes consistency and openness. The goal is for people to feel that sharing their thoughts is just “how we do things here.” Here’s how to make feedback a natural part of the culture:
- Create Safe, Frequent Feedback Moments
Structured methods like 1:2:4 are great for formal settings, but brief weekly check-ins also encourage regular input. Simple questions like, “What’s one thing we can improve together this week?” can normalise giving feedback. - Offer Anonymous Options for Sensitive Topics
Giving people a way to share anonymously shows that all feedback is welcome—even the tough stuff. - Show You’re Listening
Acknowledging feedback and following up on it demonstrates commitment. Thanking the person who shared feedback and acting on it shows that their insights matter.
Final Thought
Creating a safe space for feedback is an ongoing effort, but small changes can make a big difference. If you regularly end presentations with a generic “Any questions?” slide, try using something more intentional—an invitation that prompts reflection and encourages contribution. Consider replacing that question mark with a slide that asks, “What’s one thing we could improve?” or “How can we make this work better for you?” or build in time for people to think and capture questions thoughtfully (using the techniques above). By shifting our language and using deliberate prompts, we open the door for genuine feedback and make it clear that every voice matters. Let’s move beyond the standard question mark and design feedback moments that truly empower our teams to share, connect, and grow together.
