It is always helpful if the main points of discussion and their background are provided to the members well before the meeting. Secondly, as a team leader we should particularly concentrate on diffident and reticent members and encourage them to express themselves freely and make them involved, applauding their constructive suggestions. We should see that no member misses his turn in a clockwise group discussion pattern. We may supplement this by also dividing them into small groups for brainstorming, specially if the issues at hand are complex. This will generate novel ideas to deal with the situation. At the same time, we should control those members who try to monopolize the discussions, shutting off the scope for less vocal members.

Silence in a meeting isn’t always disengagement, sometimes it’s hesitation dressed as humility. I’ve found that participation doesn’t begin with a question, it begins with trust. So I start by creating a space where ideas aren’t judged, they’re welcomed. I call people in, not out. Open-ended questions turn into invitations, not interrogations. And when I assign roles or perspectives to team members, be it devil’s advocate, summarizer, or trend-spotter. They lean in, not because they have to, but because they feel seen. When voices feel valued, they rise naturally.

Your team’s too quiet during discussions? Try this: Pay them. No, seriously. You’re the CEO. You want good ideas? Put money on the table. You want people to speak up? Make it worth their voice. Say, “You give me a good idea, I’ll pay you for it—right here, right now. And the better the idea, the more you’ll make.” Watch the energy in the room shift. Watch the minds start firing. Because people don’t just want to be heard they want to know their thoughts have value. We throw money at consultants, agencies, and “thought leaders.” Maybe it’s time to throw some at the people already in the room.

Some people may not want to speak up during meetings and that's okay. Try asking what communication methods they would prefer ahead of time. Personally I like time to think things over, so either coming back to me in a day or two, or preparing me ahead of time with some information is useful. Some people may prefer to feedback in private, for you to then present for discussion. Ultimately there could be a number of factors causing people to stay silent.

If your team members are staying silent during discussions, create a safe, inclusive environment where everyone feels their input is valued. Start by asking open-ended questions and directly inviting quieter members to share their thoughts. Set ground rules that encourage respect and active listening. Use smaller breakout groups or anonymous input tools to ease pressure. Recognize and appreciate contributions to build confidence. Ensure that dominant voices don’t overshadow others. Consistently fostering a culture of trust, transparency, and psychological safety will gradually encourage more active participation from all team members.