Develop a Culture that Invites Employee Input

Cathie Leimbach • March 13, 2022

I hear it often. Employees have concerns at work and ideas for solving problems, but they don’t speak up. They don’t share their thoughts or needs with their manager. Yet, their managers tell me they wish employees would show more initiative. Why the lack of communication?


The root of the disconnect is employees’ perception of the managers’ interest in their ideas and their poor experiences with change. In the rare situations where employees say their workplace communicates and handles change very well, 77% of employees are engaged. However, when employees rate communication and change management as poor, only 1% are engaged. More intentional leadership practices are essential to improve workplace satisfaction, engagement, and productivity.


Let’s look at 3 ways managers can improve the employee experience and impact the organization’s bottom line.

  1. Initiate frequent relaxed and casual conversations with staff.  
  2. When an employee arrives at work, or you see one of your direct reports in the break room, ask them about the evening before or their weekend.
  3. Begin weekly one-on-one meetings by asking what they’d like to talk about. Address your work-related agenda items after hearing what is on their mind, whether it be their family, a hobby, or a workplace challenge.
  4. Ask your employees what is going well in their job and what suggestions they have for doing things better.   
  5. Consider their suggestions.  Listen to them and clarify your understanding.
  6. Ask them to think of 3 or 4 solutions to their concerns. Have them share the pros and cons of each.
  7. Support the adoption of helpful, viable changes.
  8. When a problem isn’t resolved or a suggestion isn’t implemented, share the reasons for maintaining the status quo.
  9. Explain the reasons for company-wide and top-down changes.
  10. Communicate how the changes will contribute to the company’s future success.


When there is open, two-way communication between employees who happen to be manager and employee, workers are better informed, feel valued, and become more engaged. When managers are intentional about serving their employees, they create a win/win environment, increasing morale, retention, and productivity.


What is your next step towards creating a workplace culture that encourages employee input? 

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In today’s evolving workplace, one constant remains: employees want to feel valued. Interestingly, research comparing data from before and after COVID-19 shows that employees' preferred languages of appreciation have remained remarkably consistent over time. However, age and gender differences reveal important nuances leaders shouldn’t ignore. Gender differences are clear. Men more frequently chose Acts of Service as their preferred form of appreciation (26%), while women gravitated toward Words of Affirmation (46%). When asked about their least preferred language, women were more likely to rank Acts of Service at the bottom, while men showed a strong dislike for Tangible Gifts. Age also matters. Employees over 60 overwhelmingly preferred Words of Affirmation (48%), while the youngest generation (under 20) leaned toward Quality Time (33%). These trends suggest that life stage and workplace experience shape what appreciation feels most meaningful.  The takeaway? While core preferences haven't shifted dramatically post-COVID, effective leaders need to understand and respond to individual differences. Avoid blanket strategies and invest in knowing how each team member feels most valued. Personalized appreciation builds stronger teams—across every generation and gender. For further details, see Dr. Paul White’s article on gender differences in appreciation preference.

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