Nonverbal behaviour in teams and at work

Make room for responses, not a contest for dominance

In a work conversation, it helps to speak clearly, avoid talking over each other, let others finish and summarise the agreed next step. These specific habits can make it easier for the team to take part. They don’t guarantee a promotion or success in every situation; expertise, authority, available time and working conditions matter, too.

Silence in a meeting doesn’t necessarily mean agreement. Someone may need time, feel reluctant to speak in front of the group or prefer to respond in writing. If you need feedback, offer more than one safe way to give it: “You can respond now, send comments after the meeting or suggest another option.”

With children and less experienced colleagues, it helps to ask without putting them on the spot: “What makes sense to you, and what isn’t clear?” Don’t demand eye contact or an immediate response as proof of interest.

Notice your own contribution to the atmosphere: whether you make room for others, respond to disagreement without punishing anyone and follow through on what you promised. Psychological safety is also built through organisational decisions; a manager’s posture alone won’t create it.