“More often than not, we remain silent when we should speak up. However, there are times when you should remain silent. Here are a few:
• If the problem is small, won’t happen again, and you know the other person already feels bad, you probably don’t need to say anything.
• If the problem doesn’t have a significant impact, don’t say anything.
• If you’re part of a leadership team and you’re the only one who cares about a certain issue—or is at least willing to confront it—take preparatory steps. Talk to your peers. If you’re still the “Lone Ranger,” tell your team that you are about to set a new standard (give them a warning), then do it.”
- Taken from Crucial Confrontations
Ofcourse, the bigger problem faced by corporate world today is keeping silent when one should be speaking up. That’s precisely what the brilliant books Crucial Confrontations and Crucial Conversations, deal with; ie how to speak up effectively when faced with situations that involve broken agreements, poor performance, or any scenario which involves high stakes, strong emotions combined with differences of opinions.