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? 

Why Some Companies Attract More Job Applicants Than They Need

By Cathie Leimbach • May 12, 2026
Chick-fil-A restaurants often receive far more job applications than they have openings. This is not luck. It is leadership. People apply where they believe they will be treated well. At Chick-fil-A, employees experience respectful communication, clear expectations, and leaders who support their success. That reputation spreads quickly through word of mouth. Leaders in these restaurants do simple things well. They ask questions before they assume. They listen to employees. They provide encouragement and clear direction. They notice good work and address problems in a helpful way. As a result, employees feel valued. They enjoy coming to work. They tell others. That is what attracts more applicants. Many organizations focus only on hiring. Strong organizations focus on how people are treated after they are hired. When leaders create a workplace where people feel respected, supported, and clear on what success looks like, something powerful happens: People stay. People perform. And more people want to join. This is what leadership really is. Would you like to see several leadership and culture practices Chick-fil-A uses to attract and keep quality employees? Click here to view: How Chick-fil-A Attracts Quality Applicants

What If Your Biggest Performance Problem Isn’t What You Think?

By Cathie Leimbach • May 5, 2026
What If Your Biggest Performance Problem Isn’t What You Think? When CEOs think about risk, they often focus on: Market shifts Operational issues Financial exposure But one of the biggest performance problems is far less visible: Low trust inside the organization. Nearly 30% of employees say they don’t receive clear, honest, or consistent communication from leadership. Over time, that creates doubt—about expectations, personal performance, and priorities. Employees begin to feel that their job is at risk because they aren’t getting any positive feedback. They question whether they have the tools, training, and support needed to do their jobs well. When they only hear about changes at work through the rumor mill, they feel information is being held back. And when that happens: Alignment drops Speed slows Assumptions increase Execution fractures “Trust is the glue of life. It’s the most essential ingredient in effective communication. It’s the foundational principle that holds all relationships.” — Stephen R. Covey Trust isn’t soft. It’s a leading indicator of performance. When trust is strong: Decisions move faster Teams align quicker Change sticks When trust is weak: Everything takes longer Everything costs more And here’s the reality : Trust-building conversations are not a common leadership strength today. Yet leaders like Ken Blanchard, Stephen M.R. Covey, and David Horsager all point to the same conclusion—these are not optional skills. They are required for performance in today’s environment. Which means trust gaps are rarely about effort. They’re about conversation skills. A question to consider: Where might low-trust leadership behaviors—not lack of effort—be quietly slowing your organization down? Join Cathie Leimbach and a small group of leaders for a 45-minute Leadership Conversation – Workforce Challenges on Tuesday, May 12 at 3:00 PM ET. If trust is impacting speed, alignment , or execution in your organization, this conversation is for you. Register here Limited to a small group.