The Fastest Horse in the World
A horse owner was selling the fastest horse in the world.
“How do you make him run fast?” the buyer asked.
“Say ‘Giddyup,’” the seller said. “He takes off like a bat out of hell.”
The buyer responded, “How do you make him stop?”
“You hit him over the head with a two-by-four.” was the reply.
“Does that stop him?”
“Nah,” the seller said. “But it gets his attention. Then you say, ‘Whoa.’”
Sometimes, that’s what it takes—a two-by-four. Not to cause harm but to snap us out of whatever direction we’re barreling down and make us see clearly. It’s dangerously easy to think you’re always right when you’re in a position of power or leadership. And if people around you don’t feel empowered to speak up—if you haven’t created a culture where someone can metaphorically whack you over the head with a two-by-four—you’re headed for trouble. When you create that culture, you’re not just avoiding trouble but empowering your team and yourself, giving you more control and confidence in your decision-making.
Juanita and the Baseball Bat: A Real-World Two-by-Four
In my Safeway days, when I was the Group VP of Risk, I had a claims manager named Juanita Hayes. She was not just another employee but a truth-teller on our team. She was brilliant—sharp, practical, grounded in the real world of claims, and deeply committed to getting things right. But she also had a knack for knowing when I was heading in the wrong direction.
Juanita came into my office regularly. We worked closely, and I relied on her insights. But every once in a while—only when it mattered—she’d walk in, pick up the baseball bat I kept in the corner of my office, and just hold it. The bat had been a farewell gift from my previous team, each signing it before I left. It was there because I love baseball—but for Juanita, it became a silent signal when something needed to change.
That was our two-by-four.
No words. Just that simple gesture. I’d look up and say, “WoWaH?”—short for “What Am I Missing?”
That was her cue to lay it out straight. I was chasing the wrong solution, overcomplicating a simple problem, or missing a critical perspective from the field. She knew when to nudge and when to speak up. The bat wasn’t a threat—it was a signal. A quiet, visual way of saying, “We need to go in a different direction.”
Unlike me, she was always right—every time. I listened because I trusted her and knew she would always keep us going in the right direction. Over our years together, she had earned the right to tell me the truth—even when it wasn’t easy. Trust is the bedrock of truth-telling. When you trust your team, you can be reassured that they will speak up when it matters most, even if it’s not what you want to hear. This trust creates a sense of security and connection with your team.
The Critical Role of the Truth-Teller
In every organization, but especially when you sit at or near the top, there’s a quiet, dangerous force: Agreement. Deference. Politeness. People nodding along with you or telling you what they think you want to hear. Not because they’re dishonest—but because they’re cautious. Because they know you’re the decision-maker. Because it’s easier to say yes than to rock the boat.
That’s how blind spots form. That’s how mistakes get made.
That’s why someone like Juanita was so valuable. Not just because she was competent and experienced—but because she had the courage and the permission to tell me the truth. Especially when it wasn’t easy. Her truth-telling led to better decisions, improved team dynamics, and ultimately, a more successful organization.
And if we’re honest, those of us in leadership get used to the “yes.” We get used to people agreeing. After all, we’ve been around the block. We’ve had some wins. But that success—if left unchallenged—can lull us into a false sense of certainty. That’s when things go sideways.
It’s not that we stop being capable. It’s that we stop being challenged. And when that happens, we stop growing, we stop seeing clearly, and sometimes, we steer entire teams or organizations in the wrong direction without even realizing it.
That’s why it’s not enough to hope someone will speak up. As leaders, we are responsible for actively creating the space for it, rewarding it, and inviting it. We need to be the ones to foster a culture of truth-telling. This proactive approach to leadership responsibility will make you feel more in control and effective.
The farther up the ladder you climb, the fewer people will feel comfortable handing you a metaphorical two-by-four. And yet, that’s precisely when you need it the most.
One of my best experiences with this kind of openness to dissent happened when I served on the board of the State Fund. We had just hired our new corporate counsel. Without hesitation, she respectfully corrected a statement by the CEO, pointing out that the statement was inaccurate.
The CEO didn’t get defensive. He didn’t push back. He simply paused and said, “You know, you may be right about that. Let’s check it out and ensure the board gets the right information.”
That moment said everything. It modeled the kind of leadership that invites honesty and prioritizes truth over ego. It built trust—not just with the new counsel but with the entire board.
The Science Behind Speaking Up
It’s not just common sense or personal experience that tells us we need people around us willing to speak the truth—solid research supports this.
According to the Harvard Business Review, organizations that foster constructive disagreement see improved decision-making, higher employee satisfaction, and better business outcomes. When disagreement is encouraged respectfully, teams explore more options, challenge assumptions, and ultimately land on better solutions.
McKinsey & Company calls it “contributory dissent.” Their research shows that organizations where dissent is welcomed—where team members can push back on leadership without fear of retaliation—are more innovative, resilient, and engaged. McKinsey’s advice to leaders is simple but powerful: intentionally welcome challenges to your plans and opinions, even when uncomfortable. That’s when the best thinking happens.
Harvard Business School goes a step further, highlighting how high-performing teams deliberately assign roles like “devil’s advocate” to ensure decisions are tested from all sides. This helps avoid groupthink—a phenomenon where the desire for harmony leads to poor decision-making because no one wants to break the consensus. Embracing diverse perspectives is not just about avoiding groupthink; it’s about being open-minded and inclusive in your decision-making process.
Even the humble Wikipedia entry on groupthink includes this advice: to prevent catastrophic failure, assign someone the role of “critical evaluator,” delay voicing your opinion as a leader, and bring in outside perspectives when needed.
The research is clear: if everyone’s always agreeing with you, you’re not leading—you’re being flattered. And that’s dangerous.
How to Build a Two-by-Four Culture—Without the Bruises
Creating a culture where people feel safe to challenge you doesn’t happen by accident. It takes intention, structure, and a willingness to be uncomfortable sometimes. But the payoff? Better decisions, stronger teams, fewer disasters, and more trust.
Here are a few practical ways to build your version of the “two-by-four” culture—minus the actual lumber:
1. Appoint a “Devil’s Advocate” (and Mean It)
In key meetings or decisions, assign someone to be the designated dissenter. Their job? Poke holes in the plan, challenge the assumptions, and ask the hard questions.
And here’s the important part: don’t punish them for doing it well. Recognize it. Praise it. Make it clear that respectful dissent is part of the process—not an interruption to it.
2. Withhold Your Opinion (At First)
When the boss speaks first, people tend to follow. So, when in meetings, don’t give your opinion first. Hold back. Ask others to weigh in before you share your view. You’ll get more honest, creative responses and avoid unconsciously steering the group toward your preferred outcome.
3. Reward the Risk-Takers
When someone gives you uncomfortable feedback or calls out a direction that feels off, thank them publicly, even if you disagree.
Because if people get burned for speaking up, they won’t do it again. But if they’re respected for it, you’ll get more truth next time.
4. Invite Outsiders to the Table
Sometimes, the clearest perspective comes from someone not involved in internal politics. Bring in someone from a different team or outside the company to give their read on a project or strategy. Fresh eyes spot what you’ve grown used to ignoring.
5. Build the Relationship Capital First
Juanita could pick up that bat because we had a foundation of trust. She knew I respected her. She knew I wouldn’t shoot the messenger.
That kind of relationship doesn’t appear overnight. You earn it by listening—listening—over time. By asking, “What am I missing?” And meaning it.
6. Create Safe (But Real) Feedback Loops
Anonymous surveys can help but aren’t a substitute for open dialogue. Create formal and informal moments where people are encouraged to speak honestly. Let them see their feedback has an impact. That’s how safety turns into honesty, and honesty turns into culture.
The Payoff: Better Leadership, Better Outcomes
When you build a culture where the truth can be told—even when it’s hard—you don’t just avoid mistakes. You get sharper thinking. You move faster. You earn respect. And you model a kind of leadership that doesn’t just rely on power but on trust.
You don’t need people who say “yes” to everything. You need people who will hand you the metaphorical bat and say, “It’s time to rethink this.”
And you need to be the leader who thanks them for it.
