TBM 438: Am I the Only Weirdo in This Company?

Founder takeaway

Don’t mistake visible conformity for genuine agreement. Employees may hold a wider range of beliefs than their behavior reveals, especially when speaking candidly feels risky or pointless.

Why it matters

If founders infer consensus from silence, they can overlook useful dissent, misjudge cultural alignment, and make decisions using an incomplete picture of what the organization knows.

Relevant guides

Put it to work

Before your next consequential decision, ask independently and anonymously: “What do you believe that you suspect others here may disagree with?” Then compare the responses with what is voiced in the room.