“Is there anyone who’s not ready for me to sign this contract?”

Jeremy, the chief executive of a small manufacturing company, held up a pen and looked around the room. His core team of 25 stood looking at him. They knew this meant doubling production for a couple of months. No one spoke.

I was positioned a little behind Jeremy, facing the team. As a business consultant, my job is to increase efficiency. I do so by supporting collaboration. Because I am outside the usual power dynamics, I can offer feedback from a different vantage point. I chose to speak into the tense silence: “I don’t know if there is anyone who’s not ready. What I do know is that the way you framed the question, it’s unlikely anyone would feel free to say so.”

I suggested that Jeremy ask a different question: “Does anyone have any concerns they would like addressed before I sign the contract?” This question signals openness and encourages the kind of honesty that is crucial to collaboration.

Sure enough, several hands went up and a lively dialogue ensued. Jeremy addressed almost all of his team’s concerns, and the atmosphere in the room softened. Still, the main item remained: Would the company be able to deliver at a high-enough quality if the customer ordered the maximum amount that the contract allowed? Eventually, after receiving input from his team, Jeremy agreed to reduce the maximum by 25 percent.