“It’s Right to Speak: Lessons from Charlie Kirk for Business, Leadership, and Change”

By Marshall Krupp, Certified EOS® Implementer and Certified Outgrow Advisor

The passing of Charlie Kirk is both a national and personal tragedy—a profound loss of a voice that championed courage, dialogue, and the conviction that it is always right to speak. His messages, ideas, and openness as a leader and as a human being will be remembered for years to come, not only for their substance but for the way he challenged us to think, to engage, and to grow.

In the midst of this loss, we are left with an important question: what might we take from this moment? Perhaps it is the reminder that silence diminishes us, while honest dialogue elevates us. Perhaps it is the call to lead with openness, vulnerability, and curiosity. And perhaps, most of all, it is the responsibility to carry forward the belief that speaking up—even when difficult—is the path to truth, trust, and lasting change.

Charlie Kirk is known not only for his political commentary, but for a broader philosophy of life rooted in one simple conviction: “it’s right to speak.” He consistently argued that freedom of expression is not just a constitutional right but a moral responsibility—an obligation to engage, to test ideas, to refine beliefs, and to ensure that truth is never buried under silence.

Charlie Kirk once said: “It’s right to speak. Even when it’s unpopular, even when it’s uncomfortable, speaking up is the only way to protect freedom and discover truth.”

For Kirk, silence was not a neutral act—it was surrender. To choose not to speak is, in his words and actions, to give up the chance to shape outcomes, to weaken the very spirit of dialogue, and to risk losing the freedoms that make discovery possible. His message is that the act of speaking, even when it carries personal risk, builds resilience and cultivates integrity.

And this approach is not limited to public debate or campus lectures. It carries profound lessons for business leaders, employees, and customers.

The Courage to Say: “Prove Me Wrong”

One of Kirk’s most distinctive approaches on his speaking tours was his willingness to invite challenge. He often stood before audiences with a sign that read: “Prove Me Wrong.” The purpose was not to embarrass others or win arguments, but to spark dialogue.

By inviting disagreement, he showed humility, curiosity, and courage. He gave others permission to test his ideas while also forcing himself to sharpen his own. At its heart, “prove me wrong” was not a combative challenge; it was a call to collaboration. It was an acknowledgment that none of us has all the answers, and the only way to grow is to enter into dialogue where ideas can be tested and improved.

Now imagine this principle applied in business. A leader who says “prove me wrong” communicates openness. They signal that the value of truth outweighs the need to protect their ego. They invite innovation, because employees feel free to question assumptions. They strengthen culture, because dialogue becomes a norm rather than a risk.

Peter Drucker, management consultant, educator, and author, once said: “The most important thing in communication is hearing what isn’t said.”

Inside the Organization: Speaking to Build Trust

Charlie Kirk’s principle that “it’s right to speak” has a direct parallel to the workplace. Businesses thrive not when employees remain quiet, but when they feel safe to speak up.

Too often, fear of reprisal or embarrassment silences the very people who see problems first—frontline staff, middle managers, or new hires. When silence reigns, mistakes multiply, opportunities are lost, and morale weakens. But when a culture embraces openness, honesty, transparency, and even vulnerability, everything changes.

Kirk’s emphasis on dialogue reflects what psychologists call psychological safety—the condition in which people can voice concerns or ideas without fear of punishment. Vulnerability, such as admitting a mistake or asking for help, is not weakness. It is strength. It creates trust. It shows others that imperfection is not a threat but a stepping stone to growth.

The organizational result is profound: higher engagement, stronger collaboration, and innovation born from dialogue.

With Customers: Speaking to Build Loyalty

Kirk’s call to speak is just as relevant in the marketplace. For businesses, customers are not simply buying a product or service; they are buying into a relationship. That relationship is defined by trust, and trust is built through honest communication.

Companies that embrace transparency—sharing challenges, delays, or mistakes instead of covering them up—demonstrate integrity. Customers appreciate this vulnerability because it reassures them: this is a business that owns its truth.

And if a company adds the “prove me wrong” philosophy to its customer interactions, the results can be transformative. Imagine telling customers: “Here is what we believe you value most… prove us wrong.” That invitation not only deepens trust but also opens a channel for feedback that drives continuous improvement. Instead of fearing criticism, the business welcomes it as an opportunity to serve better.

The Value of Dialogue: Speaking as a Catalyst for Change

Charlie Kirk’s purpose-driven approach to speaking was ultimately about more than words—it was about transformation. He believed that by engaging in dialogue, even contentious dialogue, people discover new truths, refine their perspectives, and build the resilience needed to navigate change.

In business, the value outcomes are clear:

• Stronger employee morale, because people know their voices matter.

• Greater customer loyalty, because transparency fosters trust.

• Faster decision-making, because dialogue eliminates hidden problems.

• Innovation, because assumptions are constantly tested.

• Resilience in crisis, because a culture of openness adapts more quickly.

Brené Brown, research professor and author of Daring Greatly, has said: “Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome.”

Most importantly, dialogue creates alignment. It ensures that people are not just working in the same company, but working toward the same vision.

Charlie Kirk’s Larger Lesson for Business

Kirk’s approach to life and change is marked by courage and intentionality. He consistently demonstrated that speaking up is not simply about self-expression but about service—to truth, to community, and to future generations. His “prove me wrong” posture reminds us that leadership is not about always being right, but about creating space where better answers can emerge.

In the business world, this means leaders who embrace dialogue will not only strengthen their organizations internally but also create deeper, more enduring relationships externally. Speaking openly, whether as a leader, employee, or company, may feel vulnerable. But vulnerability, when coupled with accountability, is the bedrock of trust.

Closing Thought

“It’s right to speak” is more than a philosophy. It is a practice—a practice of honesty, vulnerability, and dialogue. And in business, just as in life, it is dialogue that unlocks trust, fuels innovation, and sustains success.

Or, as Charlie Kirk’s sign said: “Prove Me Wrong.” Because only through that challenge, that conversation, and that openness do we find the path to growth and opportunity.

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To connect with Marshall Krupp, you can reach him at marshall.krupp@eosworldwide.com or at 714.624.4552. You can also schedule a telephone or Zoom meeting with him on Calendly at https://calendly.com/peerexecutiveboards

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Marshall Krupp is a nationally recognized EOS® Certified Implementer and a Certified Outgrow Advisor. He is also a national speaker and a past award-winning Vistage Worldwide Chair, with a career in providing crisis management strategic advisory services to businesses, governmental agencies, and not-for-profit organizations. He is also a certified facilitator of the Wiley Everything DiSC suite of assessment tools and PXT Select.

EOS®, the Entrepreneurial Operating System®, takes entrepreneurial businesses on a journey to master the EOS® tools, enabling them to elevate their leadership teams, make better decisions, maintain a high level of accountability, and attain greater success more simply. The components of EOS® are Vision, People, Data, Issues, Process, and Traction, which, when used effectively, create a healthier organization with greater success.

The Outgrow sales program is designed to boost sales growth by encouraging bold, proactive communication, confidence, and accountable business sales teams. Marshall Krupp is a Certified Outgrow Advisor who guides and coaches businesses in implementing these strategies, helping their sales teams achieve 15-30% annual growth through consistent outreach and relationship-building efforts, along with the unique and creative tools of Outgrow.

Review more at www.peerexecutiveboards.com and at www.eosworldwide.com/marshall-krupp. Visit Marshall’s LinkedIn profile, posts, and articles at https://www.linkedin.com/in/marshallkrupp/.