If, like me, you were one of millions that tuned in to watch BBC The Celebrity Traitors 2026, I am sure it didn’t disappoint. A very well deserved Faithful win for Romesh, with Bash playing a blinder right until the end to take the prize pot.
The time for talk is over. Or is it?
Watching the dynamics around the Round Table, I couldn’t help reflecting on parallels with my work facilitating and coaching leaders and teams.
When the loudest voice wins, what might we be missing?
Watching this year’s The Celebrity Traitors, I’ve been struck by how often the younger, quieter women have struggled to get their theories heard around the Round Table.
Interestingly, some of their thinking has been right. But having a good idea and being able to persuade others to listen are two very different things.
There are two fascinating dynamics at play:
1. Our brains look for evidence to support the decision we’ve already made.
Once we’ve settled on a theory, confirmation bias kicks in. We notice the evidence that supports our view and can overlook clues that challenge it.
The squeaky floorboard theory was a great example. Once suspicion had settled on Joanne, Miranda appeared to look for evidence against her, rather than staying open to other possibilities.
What if she’d looked to her right instead? Would Maya have been banished sooner?
2. Confidence and volume can easily be mistaken for credibility.
The more commanding voices can unintentionally close down exploration. Once they’ve reached a conclusion, the conversation moves on.
Quieter voices, even when they have valuable insights, can struggle to get heard, let alone bring others around to their way of thinking.
So what do we need from each other?
If you’re a quieter voice:
Don’t just share your conclusion. Explain the problem you’ve noticed, why it matters and what alternative it might suggest. Ask a question that invites others to think rather than simply agree.
If you’re a louder voice:
Pause before closing down a discussion. Actively invite different perspectives. Ask, “What might I be missing?” and give people time to finish their thinking.
For everyone:
Separate generating ideas from making decisions. Explore the possibilities first, challenge assumptions, and only then decide.
In the workplace some of the most innovative ideas are lost not because they’re wrong, but because the room moves on before they’ve had the chance to be explored.
The best decisions don’t necessarily come from the person with the strongest voice. They come from creating the space where the best thinking can be heard.
Perhaps the real skill isn’t being the loudest person around the table, but knowing when to stop talking and start listening. Don’t let the time for talk be over before you have had a chance to have your say.
Perhaps the real skill isn’t being the loudest person around the table. It’s knowing when to stop talking and start listening.
Don’t let the time for talk be over before everyone has had the chance to have their say.
