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Leaders can make speaking up feel normal by reacting positively when someone raises a concern, even if it’s uncomfortable. If the first person who questions something gets shut down or ignored, no one else will try. But if leaders treat those moments with respect and appreciation, it shows that speaking up is valued. Over time, that builds a culture where people feel responsible and don’t wait for someone else to act.

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Leaders can help their employees to overcome the natural tendency to be a bystander by creating a safe space for them where they won't feel judged. This will make people more inclined to help out and take charge of a situation if they feel more accepted. As well, rewarding this behaviour in a positive way can encourage people not to be a bystander and feel more willing to help out even if there's other people around. When leaders consistently provide feedback and clearly set goals and expectations, people are more likely to take on the responsibility. Lastly, positively reinforcing speaking up will normalize proactive behaviour and help people overcome the tendency to be a bystander.

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Leaders can help their employees to counter the bystander effect by creating a psychologically safe environment, free from judgement and threats. This can be done by normalizing disagreement, encouraging vulnerability by openly admitting their own mistakes and responding with curiosity rather than defensiveness.

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Leaders can help employees overcome the bystander effect by clearly showing that speaking up is expected, safe, and valued. When leaders openly invite opinions, respond respectfully to concerns, and thank people who raise issues, they reduce fear of judgment or retaliation. Setting clear roles in teams (who should act, who should report) also limits diffusion of responsibility. Finally, leading by example—by intervening themselves and admitting mistakes—shows that taking action is normal and encouraged, not risky.

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Leaders can counter the bystander effect through a couple of ways. One is by leading by example; if they see something they speak up. Another is by creating an ethical culture in the organization, whether through charitable initiatives or other. Finally, creating phycological safety by responding calmly when concerns arise, and rewarding courage.

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Leaders can foster an environment where employees feel heard and seen. They can also act as a model, speaking up when they make mistakes, ask their team for feedback and show that all views are welcome even if they are not overly positive. They can also normalise speaking up by encouraging and praising those who do in order to foster an environment where this becomes the norm.

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Leaders can reduce the bystander effect by making individual accountability visible rather than letting responsibility dissolve in the group. When employees know that their voice matters and that inaction also has consequences, they are more likely to intervene. Leaders can also help by lowering the perceived risk of speaking up, for example by reacting calmly to dissent and framing mistakes as learning opportunities. Over time, this shifts norms : employees stop waiting for others to act and start seeing ethical action as part of their role.

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Leaders can help counter the bystander effect by creating a culture of psychological safety where employees feel comfortable speaking up without fear of embarrassment or punishment. They can also set clear expectations that everyone shares responsibility, not just “someone else.” Modeling intervention themselves and recognizing employees who take initiative encourages others to act. When leaders make it normal to speak up, people are more likely to step forward instead of staying silent.

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Leaders can help employees speak up by making it clear that it's safe and okay to do so. When leaders listen, don't get defensive, and actually do something about concerns, people are less afraid to talk. By asking for input and showing through their own actions that honesty matters, leaders make speaking up feel normal instead of risky.

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Leaders can foster an environment that encourages 'whistleblowing', or their employees speaking out about topics that may be uncomfortable. Creating an environment of openness begins with the leader's demeanor, one must be warm and welcoming themselves. This can be shown through tone of voice, body language, being open to meeting with employees whenever they need it. When employees do bring up uncomfortable or bad news leaders can respond calmly and not punishing those who bring up the topics.

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Leaders can help employees speak up by making it feel safe and normal to do so. When leaders listen without judgment, invite different opinions, and admit their own mistakes, employees are less afraid to talk. Clear roles also help, because people are more likely to act when they know it is their responsibility. Reducing the risk of speaking up, for example through confidential channels, makes it easier for employees to raise concerns. Finally, when leaders connect speaking up to shared values and goals, employees see it as part of their job rather than something risky or unusual.

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Leaders can reduce the bystander effect by making it clear that speaking up is expected, not risky. When leaders actively invite opinions, respond calmly to criticism, and show appreciation for people who raise concerns, it signals that input is valued. Over time, this builds psychological safety, making employees more comfortable taking responsibility instead of staying silent.

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Leaders can deploy a democratic style of leadership to discourage bystander tendencies for employees. This leadership style will allow employees to feel comfortable and safe sharing their opinions, and most importantly they feel like they are being valued. To counter the bystander effect, this is most important in projects or tasks of high importance in the firm, or perhaps company 'emergencies', so at these times employees still feel like they can make a difference, not just on the good days.

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Leaders can help employees overcome the bystander effects in the workplace by creating an environment where speaking up feels safe, expected, and valued. As a leader you should be encouraging questions, disagreement, and bad news without defensiveness. Moreover, you can visibly reward those who raise concerns. Leaders should normalize everyone having a voice and conduct maybe a meeting where you clarify when and how to speak up, and show that employee feedback leads to action. When people see that speaking up won’t lead to punishment or social risk and may even make a difference people are far more likely to do it.

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One way leaders can assist individuals in overcoming the bystander effect is by emphasizing that it is the duty of everyone to speak up, not just the management. Moreover, a clear indication of the expectations will lessen the doubt people have about whether it is "their place" to say something. It will be of great help if leaders demonstrate this behavior themselves. Such actions as asking questions, admitting mistakes, and expressing minor concerns are ways they show that it is safe to voice your opinion. Gradually, such a culture is created where the employees are comfortable with stepping in rather than holding back.

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Leaders can reduce the bystander effect by forging trusting and open relationships with their employees. They should constantly be making an effort to connect with employees — not for convenience or agenda — but out of genuine interest in getting to know the people in their company and the values or activities they hold dear. When regular, personal conversations become normalized between different members of an organization, it follows that when it comes time to speak up, employees will feel more comfortable exhibiting vulnerability or putting themselves on the line to stand up for what’s right.

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Leaders can lower the cost of action by making it easy and safe to speak up. Clear, well-known reporting channels remove uncertainty about how to act, while psychological safety reassures employees that raising concerns won’t lead to embarrassment or retaliation. Explicit invitations to speak - such as asking for dissenting views or pausing meetings to hear concerns - shift intervention from a personal risk to a shared expectation. When speaking up feels routine rather than courageous, employees are far more likely to act.

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Leaders can help counter the bystander effect by creating a culture of psychological safety where employees feel comfortable speaking up without fear of embarrassment or punishment. They can also set clear expectations that everyone shares responsibility, not just “someone else.” Modelling intervention themselves and recognizing employees who take initiative encourages others to act. When leaders make it normal to speak up, people are more likely to step forward instead of staying silent.

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I think if the leader is seen as an approachable and trustworthy individual, employees will be more likely to come to them with any concerns they might have. With the assurance that the employees who had the courage to speak up will not be reprimanded is also likely a driver in encouraging fewer bystanders. This would then help eliminate the element of fear mentioned by Brooke Deterline in her TedTalk which often underpins the reasoning behind those that shy away.

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Leaders can reduce the bystander effect by making it normal and safe to speak up. They can do this by clearly assigning responsibility, such as saying, “Casey, can you flag risks you notice?” Leaders should model intervention themselves and praise those who raise concerns early instead of punishing them for being seen as negative. It also helps to create simple scripts and channels, like anonymous forms, quick check-ins, and a “red flag” phrase, so people know how to act, not just that they should.

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Create regular opportunities to share their own opinions and thoughts and share how they are valued and important.

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Providing safe means for employees to speak and share what ever may be on their mind. Allow anonymity so colleagues feel comfortable to speak their mind and most importantly allow colleagues to feel heard, this platform will serve no benefit if their words aren't received or no acknowledgement is made.

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Having systems in place where employees can share concerns without fear of disciplinary action (i.e. anonymous reporting system)