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.
- Initiate frequent relaxed and casual conversations with staff.
- 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.
- 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.
- Ask your employees what is going well in their job and what suggestions they have for doing things better.
- Consider their suggestions. Listen to them and clarify your understanding.
- Ask them to think of 3 or 4 solutions to their concerns. Have them share the pros and cons of each.
- Support the adoption of helpful, viable changes.
- When a problem isn’t resolved or a suggestion isn’t implemented, share the reasons for maintaining the status quo.
- Explain the reasons for company-wide and top-down changes.
- 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?
For the tenth day in a row, production missed its target. Barry, the production manager, was frustrated and worried. Customer orders were piling up, inventory was running low, and he had no idea how to get things back on track. Even the VP of Manufacturing and HR had no helpful answers. Meanwhile, Joe, one of the line supervisors, couldn't understand why Barry was so upset. He'd heard through the grapevine that sales were down. So why was producing less such a big deal? Barry was baffled. He'd told his supervisors to increase production. Why weren't they pushing their teams harder? He pulled up the AI summary from Monday's "What's Up This Week" meeting. There it was. He'd asked the supervisors to produce more than last week because a large customer order had to ship the following Monday. But had he made his expectations clear? Barry thought he'd given a goal. Joe thought he'd heard a suggestion. Neither knew they weren't on the same page. Sound familiar? When expectations are fuzzy, even good employees miss the mark. The result: frustrated managers, confused employees, missed targets, and disappointed customers. LEADERSHIP TIPS: THREE STEPS TO STRONGER PERFORMANCE 1. Make expectations crystal clear. Explain what needs to be done, by when, and why it matters. Instead of saying "produce more," Barry could have said, "We need 200 additional widgets by Friday to fill a 500-widget customer order that ships Monday." Then he could have asked each supervisor what their line could realistically produce and what support they needed. A two-way conversation builds clarity and commitment. 2. Monitor progress daily. Don't wait until Friday to discover the team is behind. Review production results with supervisors every day. Compare actual output with the weekly goal, and recognize progress along the way. Ask, "Are we on track? What might keep us from reaching our target?" 3. Take corrective action before shortfalls grow. When production falls behind, don't just demand better results. Start a conversation. Ask, "What's getting in the way? How can we catch up? What help do you need from me?" Then work out a plan together, agree on who's doing what, and follow up to make sure it happens. Strong performance doesn't come from pushing people harder. It comes from clear expectations, regular monitoring, and shared accountability. When leaders explain what matters, listen to their people, and help remove roadblocks, employees are better equipped and more motivated to deliver. Conversation is Where Leadership Happens™ Say what matters. Ask what's in the way. Agree on next steps. Missed targets, fuzzy expectations, or a talk you keep postponing? Bring it to the Workplace Conversations Clinic on November 16. We'll discuss how to have that conversation with kindness and clarity. Register Here
Tammy was furious. For the third day in a row, the hydraulic hose assembly line was falling behind. How could they keep customers happy when production was this slow? The target was 50 hoses per hour, with at least 98% meeting quality standards. Yet, after two hours, Tom's team had produced only 65 hoses, and six had failed inspection. Tammy marched over to Tom, the line supervisor. “This is unacceptable! You know our targets. Get your people moving!” She stormed off, frustrated and worried about falling further behind. Tom felt embarrassed and discouraged. He told his team to work faster. An hour later, production was still behind, and more hoses had failed inspection. Leadership Tip – Correct Kindly, Solve Problems Together Corrective action doesn't need to be harsh. A calm, respectful conversation can improve both performance and trust. Clarify the gap. Remind the employee of the agreed expectation and describe what you've observed. “Tom, our target is 50 hoses per hour, with 98% meeting standards. Your team produced 65 in two hours, and six failed inspection.” Explore causes and solutions together. Ask, “What's getting in the way?” Listen carefully. Perhaps a crimping machine needs adjustment or a new employee needs coaching. Ask, “What could we do differently? How can I help?” Agree on next steps. Ask Tom to summarize what he'll do. State what you'll do to support him. Agree on when you'll review progress. Bottom Line Kindness doesn't mean lowering expectations. It means helping people meet them. Conversation is Where Leadership Happens™ Be kind. Be clear. Hold people accountable. Have a conversation you’ve been putting off because you don’t want to sound harsh—or let the issue slide? Bring it to the Workplace Conversations Clinic on November 16 to discuss addressing the problem with kindness, setting clear expectations, and agreeing on next steps. Reserve your spot for the November 16 Workplace Conversations Clinic → HERE
