Use It or Lose It: Finding Your Voice in Business By Mike Ronchetti
Five simple words that contain a universal truth: “Use it or lose it.” This principle especially applies to your voice as a local business owner, team leader, or influencer in Michiana’s business community.
In today’s workplace, we have a greater responsibility than ever to educate our team members, vendors, and customers that silence often equates to consent. This isn’t just a saying—it’s a reality in our professional environments.
As business leaders and solution providers, our primary goal and challenge should be creating and nurturing a culture that encourages open, honest communication. When we establish an environment where truth can be shared freely, we build stronger organizations.
Example 1: A local manufacturing company implemented “Solution Sessions” every Friday where team members could anonymously submit challenges they faced during the week. Management would address these issues openly, demonstrating that speaking up leads to tangible improvements. Within three months, production efficiency increased by 12% as previously unaddressed workflow problems were solved.
Example 2: A Michiana retail chain owner noticed declining morale at one location. Rather than making assumptions, she instituted “coffee conversations” informal one-on-ones with each employee. She discovered that staff felt their expertise was being ignored during inventory decisions. By implementing their suggestions, employee retention improved, and customer satisfaction scores rose by 14%.
Effective Strategies for Speaking Up
Author Rebecca Knight offers these four powerful tips for using your voice effectively:
Reframe pushbacks as a contribution. Silence may feel safe, but it can lead to wasted time and poor outcomes. Speaking up shows commitment to shared goals and signals that you’re thinking strategically.
Example 1: When a regional consumer products marketing team proposed an expensive campaign that seemed misaligned with company goals, instead of simply rejecting it, a finance director said, “I appreciate your creativity. To help strengthen this proposal, I’d like to share some budget considerations that might help us achieve similar results more efficiently.” This approach led to a revised campaign that was both affordable and effective.
Example 2: A financial data services project manager noticed a potential flaw in a client presentation. Rather than staying silent to avoid conflict, she framed her concern as: “I’m invested in making this presentation successful, which is why I’d like to suggest an adjustment to the data visualization that might make our point clearer to the client.” Her contribution prevented a misunderstanding that could have cost the company a valuable contract.
Know your influence—and use it wisely. Before you voice concerns, consider your credibility, timing, and the urgency of the issue. If the moment isn’t right, wait. A one-on-one beats a hallway ambush every time.
Example 1: A respected senior employee disagreed with the new policy but waited until the leadership meeting rather than voicing concerns in the break room. By choosing the appropriate forum and preparing specific examples of how the policy might affect operations, his feedback was incorporated into a revised approach.
Example 2: A team leader noticed a recurring issue with a vendor but recognized that bringing it up during a stressful product launch would be counterproductive. She documented the problems, scheduled a dedicated meeting with procurement after the launch, and presented alternatives. This timing allowed for a thoughtful vendor review rather than a reactive decision.
Tailor your approach. Adapt to your counterpart’s style and priorities. Frame concerns around what they care about—such as results, morale, or efficiency—and lead with curiosity. You could ask, “Would you be open to another perspective?”
Example 1: When approaching the operations-focused CEO about a team development initiative, a department head framed the conversation around efficiency metrics: “This training could reduce our error rate by approximately 7% based on industry standards.” By speaking the CEO’s language of measurable outcomes rather than abstract benefits, she secured approval for the program.
Example 2: An industrial products sales representative needed to address territory overlap with a competitive colleague. Knowing his colleague valued relationships, he began with: “I’m hoping we can find a solution that works for both our clients and strengthens our partnership. Would you be open to exploring how we might coordinate our approaches in the overlapping regions?” This collaborative framing led to a productive discussion rather than a territorial dispute.
Offer solutions, not just criticism. When possible, propose a compromise or alternative path. If they resist, clarify your intent: “I’m sharing this to help us succeed.” Then let it go if needed.
Example 1: Instead of simply pointing out flaws in a new customer service protocol, a team member created a one-page alternative that addressed the same goals while eliminating the problematic steps. The family-owned management team appreciated the constructive approach and implemented several of her suggestions.
Example 2: When a small business owner noticed declining foot traffic after a city construction project began, rather than just complaining to the city council, he proposed a “Construction Special” discount program and temporary signage options for affected businesses. The city not only approved of his plan but provided matching funds for implementation.
Summary: Everyone we interact with professionally, those we report to, those we lead, and those we collaborate with—deserves equal respect and honesty. This approach not only strengthens your business relationships but also reinforces your voice as a leader in our community.
Remember, your perspective matters. Use your voice, or risk losing your influence in shaping the future of your business and our region.
