Voice, Visibility, Power, and What Leaders Get Wrong About Empowerment
- Brainz Magazine
- 21 hours ago
- 4 min read
Sarah is one of two managing partners at Vane Percy & Roberts with 25 years of experience in global strategy and communications. Known for her clear thinking, sharp wit, and approachable style, she blends expertise in media, public affairs, and strategy to deliver smart, effective solutions that make a real difference.
“We want to give our people a voice” has become a familiar refrain in modern leadership. It appears in engagement surveys, leadership frameworks, and values statements across organisations of every size and sector. The intention is usually sincere. Yet in practice, many organisations struggle to translate this aspiration into lived experience.
In my work with leaders and senior teams, a quieter and more uncomfortable truth often emerges: most organisations do not have a voice problem. They have a visibility problem. People are invited to speak, but what remains unclear is what happens after they do.
This distinction matters. Voice is about permission. Visibility is about presence and consequence. Giving someone a voice means creating space for ideas, challenge, and dissent. Visibility is what leaders do with that input, how they respond when something difficult, inconvenient, or disruptive is said. This is where power enters the room.
No matter how flat or progressive an organisation claims to be, leaders still shape outcomes. They decide which issues move forward, which stall, and which quietly disappear. Over time, teams learn to read these patterns with remarkable accuracy. What leaders pay attention to, and what they do not, becomes a powerful signal about what is safe, valued, or risky to say.
I approach questions of leadership, trust, and reputation from the perspective of how leadership behaviour is interpreted by employees, boards, stakeholders, regulators, and the wider world. Increasingly, this work sits alongside deep leadership development and coaching, where the internal dynamics shaping confidence, resilience, and self-management are explored in parallel. From both angles, one insight holds true: leadership is not defined by intent alone, but by what presence or absence consistently signals.
Most leaders genuinely want people to speak up. Yet empowerment often breaks down in predictable ways. Leaders create forums for dialogue but fail to clarify how decisions will be made, who holds accountability, or what will change as a result. Internally, this creates uncertainty and caution. Externally, it creates drift. People do not experience this as empowerment, they experience it as risk.
Similarly, leaders are often visible when things are going well, but harder to find when tension, conflict, or trade-offs arise. This teaches people, subtly but powerfully, when it is safe to raise concerns, and when it is not. Behaviour adjusts accordingly, long before anyone names the pattern.
Perhaps most damaging is when organisations encourage challenge but fail to protect those who offer it. People notice whose careers stall, whose relationships cool, and whose opportunities quietly diminish after they speak up. These observations travel faster than any formal policy. Culture is shaped less by what leaders say than by what people see happen next.
Power itself is not the problem. It is unavoidable. Authority, access, decision rights, and visibility all create it. The real question is how leaders choose to use that power. Do they create safety or silence? Do they invite challenge or reward compliance? Do they hold space for difference or smooth it away? The answers shape both the internal experience of work and the organisation’s external reputation.
In high-performing and resilient organisations, leaders tend to behave differently. They remain visible when conversations are uncomfortable, not to dominate them, but to hold the tension that meaningful dialogue requires. They make decision-making processes explicit, recognising that people do not need to prevail in every discussion, but they do need clarity about how choices are made. They protect those who speak up, not symbolically but practically, ensuring that access, opportunity, and fairness do not quietly disappear when someone challenges the status quo. And they hold the frame creating space for diverse perspectives while maintaining clear purpose, standards, and direction.
Internally, these behaviours determine whether people contribute their best thinking or retreat to their safest thinking. Externally, they shape reputation. Organisations do not build credibility through statements about culture. They build it through the experiences people carry with them as employees, partners, clients, and stakeholders. In this way, voice becomes visibility far beyond the room in which it was first expressed.
Much leadership development focuses on how to empower others. In practice, the more demanding work is learning how to remain present when empowerment creates friction rather than harmony. That is the moment when leadership stops being an abstract value and becomes a visible behaviour.
Across sectors, from global organisations navigating change to leadership teams under sustained performance pressure, I see how often these dynamics are underestimated. Voice, visibility, and power rarely fail because leaders lack intent. They fail because the conditions for speaking up, and the consequences that follow, are not examined with enough honesty or care.
The organisations that thrive are not those with the loudest voices, but those led by people who understand the responsibility that comes with being seen.
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Read more from Sarah Roberts
Sarah Roberts, Global Strategy and Communications Leader
Sarah is one of two managing partners at Vane Percy & Roberts, with 25+ years in global comms, strategy, public affairs, and stakeholder relations. Known for her clear thinking, sharp wit, and approachable style, she delivers tailored solutions that drive impactful change. Her mission is to lead with authenticity, foster collaboration, and ensure every team member feels heard and valued. Recognised for her bold, inventive approach, Sarah is a gifted networker and convenor of creative talent, always ready to make strategic choices that drive success.
