Summary
This article uses the musical 1776 to show how leaders can strengthen communication, handle disagreement, include diverse perspectives, and make better decisions. The Continental Congress faced many of the same challenges teams face today, and their process offers five practical lessons: check the facts, compromise when needed, respect dissent, include people with different lived experiences, and participate rather than spectate. These habits help modern organizations build trust, improve collaboration, and move forward.
I celebrated America’s 250th birthday in an unusual way: by stepping into the Continental Congress as Dr. Josiah Bartlett in 1776, the musical. Performing in this show reminded me how much of our progress, both then and now, depends on communication. The founders didn’t succeed because they were perfect. They succeeded because they had a process for debating, questioning, and moving forward. They showed up, spoke up, listened, and adjusted. We need more of that today, not only in government but in workplaces, communities, and organizations.
What I saw on that stage mirrors what leaders and teams face every day: the challenge of communicating well when people bring different experiences, expectations, and perspectives to the room.
Miscommunication, assumptions, talking past each other, avoiding hard conversations. Teams today face the same issues. When communication breaks down, progress stalls and trust erodes.
When leaders avoid disagreement, decisions get weaker. The Continental Congress may have been chaotic, but it had one advantage many organizations lack: a shared commitment to the process of working things out.
Good communication goes beyond polish. It relies on structure that helps people understand each other. It creates space for different voices. It supports correcting mistakes without shame. It keeps teams moving forward, even when the room is divided. Organizations that build these habits make better decisions, create stronger teams, and serve people more effectively.
Those habits don’t come from politics. They come from practice. They shape leadership. And leaders can relearn them.
Why communication and inclusion matter more than ever
Today’s organizations face challenges the founders would recognize: rapid change, competing priorities, and people with very different lived experiences trying to work together. Communication is the thread that holds all of it together. When teams communicate well, they solve problems faster. When they communicate poorly, even simple tasks become complicated.
Strong communication goes beyond speaking. It involves listening, understanding, and responding in ways that help people move forward. It requires building processes that support collaboration, not hinder it. It ensures every person, including those who communicate differently, can participate fully. That is where accessibility and inclusion come in. Accessible communication helps teams to collaborate better. When communication excludes people, organizations lose talent, insight, and trust.
Civil discourse is a leadership skill
Civil discourse matters for leadership. We often forget how to disagree productively. Civil discourse goes beyond politeness. It calls for listening to perspectives that challenge your own and asking questions to understand the reasoning behind a decision.
Teams that practice civil discourse make stronger choices because they consider more information. This approach also builds trust, because people feel safe speaking up.
Why this matters for leaders and teams
Leaders today need more than technical skills. They need communication habits that support collaboration. They need processes that help teams work through disagreement. They need inclusive practices that make sure everyone can contribute. These skills lead to better decisions, stronger teams, and more resilient organizations. They also lead to better customer experiences because communication and accessibility go hand in hand.
The lessons in 1776 are not just historical. They are practical tools for modern leadership.
Lesson 1: Check the facts, even when the story feels right
I played Dr. Josiah Bartlett (1729–1795), a signer of the Declaration of Independence. Fans of The West Wing may recognize the name; President Jed Bartlet was written as his fictional descendant, minus one “t.”
In the musical, Bartlett stands firmly against slavery. Research showed no evidence of that. The anti-slavery advocate was his grandson, also named Josiah Bartlett (1796–1878), a physician who supported abolitionist causes and helped enslaved people escape through the Underground Railroad.
We kept the dramatic choice because the character has a key line in a song about slavery, but I’ve been telling audiences the truth. Many attendees said they went home and looked up the real history. That habit matters. Too many people accept whatever they hear or read online without checking primary sources. Leaders and teams need the discipline to verify before believing.
Lesson 2: Compromise to move forward
The musical dramatizes a real conflict over a passage condemning slavery in Jefferson’s draft. Edward Rutledge of South Carolina refused to support independence unless it was removed. In reality, several colonies opposed the passage.
In the show, Adams wants to keep it. Franklin reminds him that independence must come first. Jefferson scratches out the passage. Rutledge votes yes for independence. The Declaration moves forward.
Progress is rarely perfect. It took nearly 90 more years to abolish slavery. The founders understood something we often forget: refusing to compromise can stop progress entirely. In business, in advocacy, and in community work, “all or nothing” usually leads to nothing. A progress‑over‑perfection mindset helps teams move forward, even when progress is slow.
Lesson 3: Respect people who disagree with you
John Dickinson of Pennsylvania opposed independence, but he wasn’t a villain. He asked hard questions and challenged assumptions. He forced Adams to explain why independence mattered for all colonies, not just Massachusetts.
When Pennsylvania’s vote came down to Judge James Wilson, someone who had been following Dickinson’s lead in the show, Wilson chose independence because he didn’t want to be remembered as the man who stopped it. After the vote, Dickinson refused to sign the Declaration because he still hoped for reconciliation with England. As he prepared to leave, Adams stood and said, “I say ye, John Dickinson.” The delegates rose in respect.
They disagreed fiercely, yet they didn’t treat each other as enemies. Civil discourse is a skill we have lost. Healthy teams need people who challenge ideas, ask questions, and push for explanations. Disagreement sharpens thinking. It leads to better decisions. Surrounding yourself only with people who agree with you narrows your perspective.
Lesson 4: We need people who aren’t like us
In 1776, the delegates arrived in clothing that reflected their backgrounds. Some wore elegant coats and polished shoes. Others wore modest outfits that reflected everyday life. They came from different colonies, priorities, and lived experiences. The country needed all of them.
The cast reflected that same diversity. Actors with disabilities, LGBTQ+ actors, and actors from different racial and religious backgrounds brought depth and richness to the show. Every single one strengthened the production.
Organizations work the same way. We make better decisions when people with different lived experiences are in the room. Disabled people, Black and Brown communities, LGBTQ+ people, immigrants, rural voices, urban voices. Each brings knowledge others don’t have. Our perspectives add to the whole. Inclusion is not a checkbox. It is a strategy.
A nation built on independence should also be built on inclusion. So should workplaces.
Lesson 5: Participate, don’t spectate
In 1776 and in real life, Delaware delegate Caesar Rodney rode overnight on horseback to return to the Continental Congress and break Delaware’s deadlocked vote. He didn’t wait for someone else to solve the problem. He showed up.
Every delegate argued, questioned, and voted. No one sat on the sidelines. The founders created a nation where citizens hold power, not a king or a single ruler. Participation matters.
And participation goes far beyond politics. It means speaking up when something is wrong. It means advocating for people who are overlooked or mistreated. It means addressing accessibility barriers instead of assuming someone else will handle it. It means raising concerns, offering solutions, and taking responsibility for the spaces we share.
Spectating is easy. Participation takes courage. But progress only happens when people step forward.
What 1776 reminded me
The musical isn’t a perfect history lesson. But it offers five truths we need right now:
- Check the facts.
- Compromise when it matters.
- Respect people who disagree with you.
- Include people with different lived experiences.
- Participate, don’t spectate.
The founders didn’t create America by insisting on purity tests or perfect alignment. They created it by arguing, listening, adjusting, and choosing progress over pride. If we want our organizations, communities, and country to endure, we need to relearn those skills.
How this helps your organization
Strong communication, accessible processes, and inclusive decision‑making help teams work better together and serve people more effectively. If your organization wants to strengthen these skills, I can support your team with practical approaches that make communication easier, improve workflows, and create space for every voice.
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