How much time are your team members spending worrying about whether to ask - or not ask - a question?

This week’s video talks about exactly that, including what you can actually say in team and 1:1 meetings to make it easier for people to speak up. And you'll find specific tips below to help actually communicate that message with your team.

Most people spend a lot of energy thinking through whether to ask a question, who to ask, and how to ask it. That’s all energy that takes away from doing the actual work they're asking about.

As a manager, one of the best things you can do is make it clear that asking questions is not only okay - it’s a good (and really important) thing. It helps the team move faster, avoid mistakes and learn from each other. So, how do you make that clear?

In Team Meetings: Normalize Questions Out Loud

You might think saying “my door’s always open” is enough, but for most people, it’s not. Employees often still worry that anytime they ask a question, they're bothering you. If you doubt that, think about how often that employee starts with "Sorry, but..."

So, in your next team meeting, say something like:

“If you ever have a question - whether it feels big or small - please ask it. Don’t spend energy worrying about how it’ll sound or who to go to. If you’re not sure who to ask, start with me [or give an alternative if they have a team lead or someone else you should mention], and we’ll figure it out together.”

Then add this part, because it matters:

“If you feel like you’re asking too many questions, let’s talk about that, too. It probably means we need to give more training or clarify some things. I’d rather know that early than have you and others worrying or trying to wing it. I want you to feel comfortable deciding plenty of things on your own, and sometimes we have to do that with incomplete information, but any time we can fill gaps, we will.”

This takes the pressure off employees who overthink or worry they’re being a bother. It also opens the door for you to spot gaps in communication or a process before they turn into more serious problems.

In 1:1s: Get Specific About What and Whom to Ask

Team meetings set the tone, but one-on-ones are where you make it personal. Ask questions like:

- Are there things you’ve been unsure about but haven’t wanted to ask?

- Do you feel clear on who to go to for different types of questions?

- Are there areas where it would help to have more training or examples?

These help bring unspoken thoughts to the surface. Newer employees might stay quiet because they’re unsure who to go to. More experienced ones might hold back out of confidence- they feel they should already know - or out of fear of seeming out of the loop.

Remind them that you’d rather they ask than waste time worrying or redoing something later.

Coach Your Team on How to Respond to Questions

Even in the most supportive workplaces, people usually go to a coworker first when they have a question. It feels easier, faster, and less intimidating than going to a manager. And honestly, that’s a good thing - it means they trust each other. But it can also cause frustration if the person being asked is busy, doesn’t know the answer, or feels like they’re constantly getting pulled into side questions and can't get to their own work.

That’s where you come in. Help your team know how to handle those moments without shutting people down. You could say something like:

“If someone asks you something and you don’t know, or you don’t have time to explain it right then, try saying, ‘That’s a great question - let me find out and get back to you.’ How we respond to questions matters just as much as asking them.”

This helps communication happen while showing respect for everyone’s time. It’s not about having every answer - it’s about keeping the conversation open.

And remind the team that the people asking probably aren’t trying to interrupt or make extra work - they just don’t know yet. The coworkers being asked might not have had the same training or time to prepare that you did, so it’s normal for them to get frustrated or feel stretched thin. But being approachable matters. Encourage them to find the balance between helping and protecting their own workload - something like, “I want to help, but I’m in the middle of something - can we check in later?” works perfectly.

When you normalize that kind of give-and-take, you build a team that’s curious, respectful and willing to help each other out instead of rolling their eyes or saying "I don't know" because they want questions to stop. That’s how you turn questions into connection instead of tension.

Keep Reinforcing It

The first time you tell your team to ask questions, most people will smile, nod politely... and still hesitate. They’re not being difficult - it’s just human nature. Nobody wants to look like the one who “doesn’t get it,” especially if they’re new or surrounded by people who seem to have it all figured out.

So, if you sense that, share your story. It might sound something like this (which is my own):

I get it because I’ve done the same thing. I can think of plenty of times early in my career when I stayed quiet instead of asking something I didn’t understand. I’d tell myself, “I’ll figure it out later,” or “It’s probably a dumb question.” And you know what? I wasted hours trying to piece things together on my own. Eventually, I’d ask someone anyway—and nine times out of ten, they’d say, “Oh, I was confused about that too.” That’s when it hit me: not asking questions doesn’t make you look smarter; it just slows everyone down.

Your team needs to see that you mean it when you say it’s okay to ask questions. Keep reinforcing it - bring it up in project updates, quick check-ins or even casual conversations. When someone does speak up, make it a point to call it out in a positive way.

You can say something like:

“I’m really glad you asked that - others were probably wondering too.”

Or,

“That’s exactly the kind of question that helps us all out - thank you!”

When you respond like that, you’re not just answering a question - you’re setting the tone. You’re showing that curiosity isn’t a risk, it’s part of how the team succeeds.

And over time, that changes everything. The team stops worrying about looking like they're out of the loop and starts focusing on getting it right. They start asking the good questions - the kind that catch problems early, make projects run smoother, and save hours of back-and-forth later.

That’s how you build a culture where questions aren’t a sign of weakness - they’re a sign of engagement.

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