{"id":62660,"date":"2025-03-03T12:22:43","date_gmt":"2025-03-03T17:22:43","guid":{"rendered":"https:\/\/www.ccl.org\/?post_type=articles&#038;p=62660"},"modified":"2025-12-16T14:36:42","modified_gmt":"2025-12-16T19:36:42","slug":"speaking-time-leadership","status":"publish","type":"articles","link":"https:\/\/www.ccl.org\/articles\/leading-effectively-articles\/speaking-time-leadership\/","title":{"rendered":"Chatterboxes in Charge: Why Leaders Can\u2019t Seem to Stop Talking"},"content":{"rendered":"<p>It\u2019s a funny thing: as researchers, we spend tremendous effort on a 50-page manuscript, but it\u2019s often one finding that catches our eye. This happened recently while working together on a project examining the effects of speaking time in teams. <strong>We found that<em> simply being labeled a \u201cleader\u201d increases speaking time<\/em> by 150\u2013300%.<\/strong><\/p>\n<p>The more we thought about this finding \u2014 and its important implications for how leaders interact with their team members and peers \u2014 the more we felt compelled to share it. Let\u2019s explore why this happens, the connection between speaking time and leadership, and what it means for your organization.<\/p>\n<h2>Our Research on Speaking Time and Leadership<\/h2>\n<p>In this study, we and our co-authors examined teams of participants completing the \u201cEverest Challenge\u201d simulation from Harvard Business Publishing. (This challenge involves an interactive exercise where teams simulate an ascent of Earth\u2019s highest peak by sharing information, overcoming challenges, and making decisions. While completing the simulation, teams [such as those in a sales or engineering department] manage competing goals and priorities, sift through ambiguous information, and negotiate influence among group members.)<\/p>\n<p>Here\u2019s our intriguing finding: Leaders spoke 150% more than team members and 300% more than observers.<\/p>\n<h3>Leaders: The Best at Talking More Than the Rest<\/h3>\n<p><a href=\"\/wp-content\/uploads\/2025\/03\/randomly-assigned-role-affects-a-persons-chattiness-infographic-ccl.png\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1200\" height=\"600\" class=\"size-large wp-image-62661\" src=\"\/wp-content\/uploads\/2025\/03\/randomly-assigned-role-affects-a-persons-chattiness-infographic-ccl.png\" alt=\"Randomly Assigned Roles Affects a Person's Chattiness - CCL Infographic\" srcset=\"https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/randomly-assigned-role-affects-a-persons-chattiness-infographic-ccl.png 1200w, https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/randomly-assigned-role-affects-a-persons-chattiness-infographic-ccl-300x150.png 300w, https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/randomly-assigned-role-affects-a-persons-chattiness-infographic-ccl-1024x512.png 1024w, https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/randomly-assigned-role-affects-a-persons-chattiness-infographic-ccl-768x384.png 768w\" sizes=\"(max-width: 1200px) 100vw, 1200px\" \/><\/a><\/p>\n<p>In this simulation, each of the teams had a formal leader responsible for deciding when the team moved to the simulation\u2019s next stage. When we examined the audio recordings from nearly 200 participants in 38 teams, we found that leaders spoke significantly more than their team members.<\/p>\n<p>To help make this clearer, imagine you\u2019re in a team meeting where key decisions are being made. During this meeting, the leader is speaking for 4 to 8 minutes more than everyone else. You\u2019re sitting there, waiting for your chance to share your great idea. But, by the time the boss finally takes a breath, the moment has passed. This wasn\u2019t just an ineffective meeting \u2014 it was a lost leadership opportunity. Perhaps if it\u2019s just one meeting, it\u2019s not a big deal. But, if it\u2019s more than that, consider the accumulative effect. Over a week, it\u2019s a pattern. Over a month, it sets the tone for the group. Over years, it becomes your (unhealthy) culture. <strong>When leaders talk more than others, it\u2019s not just \u201ctalk\u201d \u2014 they\u2019re shaping what gets heard and whose ideas gain traction, and determining who they keep silent<\/strong>.<\/p>\n<p>If you want to experience this effect, set a timer for 4 or 8 minutes, then simply sit in silence until the timer goes off. Then, imagine that silence was filled with the babble of a single person. Andy tried this and, along with concluding that he probably talks too much during meetings, he realized how uncomfortable he is with silence. This isn\u2019t unusual and may explain why some leaders jump in and keep talking. It\u2019s a fine line to recognize your own discomfort but not let it affect what might be best for the group.<\/p>\n<p>Why is our study finding so surprising?<\/p>\n<ul>\n<li><em><strong>First, the \u201cleaders\u201d in this simulation weren\u2019t actually leaders.<\/strong><\/em> They were randomly assigned to that role. So, presumably, there is no reason to expect that pre-existing individual differences \u2014 such as being an extravert \u2014 would account for this finding. That is, these were not extraverted individuals grabbing the leadership role and then expressing their personality by being more talkative. Instead, these differences emerged primarily, and arguably exclusively, simply because we said, \u201cYou are the leader.\u201d<\/li>\n<li><em><strong>Second, this effect is even more surprising because these \u201cleaders\u201d didn\u2019t have any of the typical ego-enhancing trappings associated with leadership.<\/strong><\/em> They couldn\u2019t provide rewards or punishments, they didn\u2019t have access to any unique information, they didn\u2019t have any additional resources, and they weren\u2019t connected to other authority figures. Thus, these were leaders in name or title only. Nevertheless, they took up significantly more airtime than their colleagues (team members) who had important information to share or others (observers) who may have had helpful insights about the task.<\/li>\n<\/ul>\n<h2>Is Speaking Time <em>Just<\/em> Babble?<\/h2>\n<p>No, speaking time isn\u2019t mere babble (although past researchers have studied the <a href=\"https:\/\/www.sciencedirect.com\/science\/article\/abs\/pii\/S1048984320300369\" target=\"_blank\" rel=\"noopener\">\u201cbabble hypothesis\u201d<\/a>). Rather, speaking time has long been recognized as a vital team resource because it\u2019s the conduit through which information is exchanged, ideas are challenged, solutions are proposed, resources are secured, reputations are built, and influence is claimed. In fact, some have argued that <a href=\"https:\/\/onlinelibrary.wiley.com\/doi\/full\/10.1002\/job.2583\" target=\"_blank\" rel=\"noopener\">verbal communication is a cornerstone of leadership<\/a>. Indeed, it\u2019s difficult to <em>verbally<\/em> communicate without speaking.<\/p>\n<p>What\u2019s more, speaking time is rarely shared equally within teams. <a href=\"https:\/\/global.oup.com\/academic\/product\/unequals-9780197600009?cc=us&amp;lang=en&amp;\" target=\"_blank\" rel=\"noopener\">Past research<\/a> consistently finds speaking patterns similar to those depicted in the graphic below. In this \u201ctypical\u201d team, one member (person A) speaks more than 3 of the other team members <em>combined<\/em> (persons C + D + E). This suggests that a handful of team members are more likely to have their voices heard and garner the most influence. In our study, person A would most often be the team\u2019s leader, with their ideas, suggestions, and influence taking center stage. That said, we suspect that there are instances where reserved or stoic team members can also be a source of influence. These \u201cquiet influencers,\u201d although seemingly less common, are an important area of future research.<\/p>\n<p><a href=\"\/wp-content\/uploads\/2025\/03\/typical-proportion-of-speaking-time-within-5-person-teams-infographic-ccl.png\"><img decoding=\"async\" class=\"size-large wp-image-62663\" src=\"\/wp-content\/uploads\/2025\/03\/typical-proportion-of-speaking-time-within-5-person-teams-infographic-ccl.png\" alt=\"Typical Proportion of Speaking Time Within a 5-Person Team CCL Infographic\" width=\"800\" height=\"400\" srcset=\"https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/typical-proportion-of-speaking-time-within-5-person-teams-infographic-ccl.png 1200w, https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/typical-proportion-of-speaking-time-within-5-person-teams-infographic-ccl-300x150.png 300w, https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/typical-proportion-of-speaking-time-within-5-person-teams-infographic-ccl-1024x512.png 1024w, https:\/\/www.ccl.org\/wp-content\/uploads\/2025\/03\/typical-proportion-of-speaking-time-within-5-person-teams-infographic-ccl-768x384.png 768w\" sizes=\"(max-width: 800px) 100vw, 800px\" \/><br \/>\n<\/a><\/p>\n<p>The risk of having one individual garner so much speaking time purely due to a title or role is that their ideas may not help the team reach its objectives. In fact, there is a tendency for individuals to overestimate their abilities, appear overconfident, and thus misjudge their expertise.<\/p>\n<p>To the extent that leaders, being human, fall victim to this so-called <a href=\"https:\/\/www.sciencedirect.com\/science\/article\/abs\/pii\/B9780123855220000056\" target=\"_blank\" rel=\"noopener\">Dunning-Kruger effect<\/a>, there is good reason to \u201cmake space\u201d for others and push towards more equal distributions of speaking time within teams. Importantly, there can also be a reverse Dunning-Kruger effect, in which highly skilled individuals tend to underestimate their own abilities relative to those of others. Because of this, they may defer to others and speak less in meetings. It\u2019s not hard to see where that precarious and hazardous combination can lead organizations astray. Consider, for example, a situation where a lower-level employee, who\u2019s on the frontlines of their organization, fails to speak up and thus their team and their leader cannot make an informed and effective decision.<\/p>\n<h2>Making Space for More Leaders to Emerge<\/h2>\n<p>In reflecting upon our finding and its implications, we know it\u2019s overly simplistic to counsel leaders to limit their speaking time. Leadership roles are challenging, and leaders need to lead. Although some may equate leading with simply garnering more airtime, we suspect the leadership role itself is a powerful signal that not only invites leaders to talk more but also sets expectations for others to defer and give leaders more space.<\/p>\n<p>With these points in mind, we offer 3 promising approaches for how leaders and team members can establish more equitable speaking patterns and potentially improve collective outcomes.<\/p>\n<h3 class=\"h4Display\">1. Recognize the power of roles.<\/h3>\n<p>If you\u2019re a manager, director, vice president, or chief executive, our data on speaking time and leadership suggest that your title alone will likely affect you and afford you the benefit of the doubt when it comes to speaking time. The onus, then, is partly on you regarding how you use that time. Rather than simply speaking less (and artificially creating \u201csilence\u201d), you might maximize your role by inviting others to participate.<\/p>\n<p>Self-managing your speaking time takes mental effort; thus, some executives focus on asking questions to engage others and limit their own speaking time. Including others (and encouraging those who may be less inclined to speak) can unearth important information that would otherwise go unsurfaced.<\/p>\n<h3 class=\"h4Display\">2. Begin to think about roles more broadly.<\/h3>\n<p>Our study focused on \u201cformal\u201d leadership roles within teams, but <a href=\"https:\/\/www.sciencedirect.com\/science\/article\/pii\/S1048984316300315?casa_token=HuAKP3n2We0AAAAA:tUMFpjhI940dt4XbO2_SBJSaHOOl_0qz5v8P9vkYPN9AFNdCX1CjosBJpa6WrvdSKVpBIhmTCQM\" target=\"_blank\" rel=\"noopener\">research also shows<\/a> the effects of powerful, and sometimes competing, culturally bound roles. For example, gender is a role that comes with its own societal expectations and may affect the likelihood that a (non)leader speaks. By thinking critically about differences or roles in the team, you stand a better chance of adopting a more balanced speaking pattern during your team meetings.<\/p>\n<h3 class=\"h4Display\">3. Adopt invitational discussion and decision-making structures.<\/h3>\n<p>We recommend using specific structures to help establish speaking patterns that suit your team\u2019s needs. Might this feel a bit artificial, at least at first? Yes \u2014 and that\u2019s the point.<\/p>\n<p>The goal of these structures is to not fall victim to typical patterns and to nudge yourself and your team toward behaviors more likely to help reach the group\u2019s objectives.<\/p>\n<p>As a leader, you want to ensure all voices are heard. Bringing others into the conversation, <a href=\"https:\/\/cclinnovation.org\/psychologically-safe-for-some-but-not-all-the-downsides-of-assuming-shared-psychological-safety-among-senior-leadership-teams\/\" target=\"_blank\" rel=\"noopener\">according to our research<\/a>, can help create a climate of psychological safety in which it\u2019s safe to take interpersonal risks. <a href=\"https:\/\/cclinnovation.org\/actionsspeaklouderthanwords\/\" target=\"_blank\" rel=\"noopener\">Other CCL research<\/a> shows that when leaders listen, team members feel safer and are more likely to speak up. So, you might think of this as auto-enrolling your team in a more equitable \u201cinvestment plan\u201d for team members\u2019 speaking time. There are many different options, but consider this tiered approach.<\/p>\n<ul>\n<li><strong>Start small.<\/strong> Providing an agenda prior to each meeting or asking people to quietly review the relevant material before the discussion may help those who process information internally feel better prepared to voice their perspective.<\/li>\n<li><strong>Go one step further.<\/strong> To counter the leader role, the team could have rotating team roles. For example, assigning someone to serve as a devil\u2019s advocate and challenge the team\u2019s ideas might invite new people into the conversation.<\/li>\n<li><strong>Use a more heavy-handed structure.<\/strong> To hear more input from all team members, play with different meeting structures. One example is to establish, as the team\u2019s leader, a rhythm to your meetings where you briefly summarize the issues facing the team (or coordinate in advance with other team members to do this), pose 2\u20133 open-ended questions, and invite others\u2019 thoughts for the remainder of the meeting, with the goal to summarize what you heard at its conclusion. It\u2019s important, however, to ask questions and solicit input only on issues that haven\u2019t already been decided. Otherwise, you run the risk of being perceived as inauthentic or not open to new ideas. This structure might require some commitment and practice, but it can evolve over time with the help of others on the team.<\/li>\n<\/ul>\n<p>Our emphasis here is on setting the conditions that will elicit helpful speech patterns for your team and for you as a leader. The trick is deciding what those patterns are and what structures are best suited to achieve those patterns. Hearing more perspectives, having more engaged team members, and making better decisions will provide the fuel needed to keep refining your approach.<\/p>\n<h2>All of This From One Measly Finding?<\/h2>\n<p>Yup, it\u2019s pretty great, isn\u2019t it? Since we\u2019re writing (and not babbling in a meeting), we could just keep going and going and going &#8230; But, in all seriousness, we believe this a powerful finding. To us, it speaks volumes (pun intended!) about why some individuals get into powerful leadership positions and what might explain their ascent. Although our finding pertains to day-to-day interactions, we contend that paying attention to speaking time \u2014 and how it is used \u2014 may help us spread leadership more evenly across everyone, regardless of their role, in organizations and in society.<\/p>\n<h2>Ready to Take the Next Step?<\/h2>\n<p><strong><em>Strengthen interactions in your organization with our <a href=\"\/leadership-programs\/better-conversations-every-day-coaching-culture\/\">conversational skills training<\/a> solutions. We provide training for leaders of all levels, including custom solutions and scalable programs.<\/em><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Based on research examining how leaders emerge in teams, we explore the surprisingly powerful effects that a person\u2019s role can have on their speaking time.<\/p>\n","protected":false},"author":96,"featured_media":62664,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_oasis_is_in_workflow":0,"_oasis_original":0,"_oasis_task_priority":"","footnotes":"","_links_to":"","_links_to_target":""},"tags":[],"class_list":["post-62660","articles","type-articles","status-publish","has-post-thumbnail","hentry","categories-leadership-research","categories-communication","categories-team-development","audience-leaders-managers","region-global","article-type-leading-effectively-articles"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin 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