Encourage vicious debate and second-guessing *before* a decision is made, even rewarding it. But once the leader makes a final call, everyone must commit 100%, regardless of their prior stance. This separates the critique phase from the execution phase, allowing for both candor and velocity.

To avoid groupthink and ensure all perspectives are heard, senior leaders should speak last. This allows junior team members to share their thoughts without being biased by leadership's opinions, fostering a more open and insightful discussion.

When presenting a problem statement to a buying group, ask who *disagrees* rather than who agrees. This counter-intuitive approach actively surfaces friction and different points of view early on. Treating these differing opinions as insights to explore, not objections to overcome, helps the group align organically.

FanDuel CEO Amy Howe adopted this McKinsey principle, which requires even junior employees to voice contrary opinions. This creates an environment where diverse perspectives are heard, ultimately leading to more robust and well-vetted company decisions.

Instead of seeking consensus, your primary role in a group meeting is to surface disagreements. This brings out the real challenges and priorities that are usually discussed behind closed doors, giving you the full picture of the problem before you ever present a solution.

To empower junior employees in remote meetings, leaders should always ask a question after they present, even if the leader knows the answer. This tactic serves two purposes: it communicates that their work is important and gives them another opportunity to demonstrate their expertise, building their confidence.

As leaders rise, direct reports are less likely to provide challenging feedback, creating an executive bubble. To get unfiltered information, leaders should schedule regular one-on-ones with employees several levels down the org chart with the express purpose of listening, not dictating.

To avoid influencing their team's feedback, leaders should adopt the practice of being the last person to share their opinion. This creates a psychologically safe environment where ideas are judged on merit, not on alignment with the leader's preconceived notions, often making the best decision obvious.

To prevent the first or most senior person from anchoring a conversation, collect everyone's independent analysis in writing first. Only after this information is aggregated should the group discussion begin. This method ensures a wider range of ideas is considered and prevents premature consensus.