Creating an Empowered Leadership Culture that Acts on Employee Feedback
Dr. Jim discusses the importance of creating a feedback culture in organizations and taking action on employee feedback. He emphasizes the need for leaders to receive and respond to feedback effectively, and highlights the value of training and development for managers. Dr. Jim also stresses the importance of putting feedback into action and communicating the reasons behind the decisions made. He emphasizes the need for continuous listening and acting with a sense of urgency to maintain employee engagement and prevent attrition. Ultimately, creating a culture of strong communication, transparency, and a bias for action is key to becoming an elite organization.
Timestamp
[0:00:00] Introduction to the importance of acting on employee feedback
[0:01:42] The need for training managers to effectively receive and respond to feedback
[0:02:26] Importance of putting feedback into action and communicating the decisions
[0:03:07] Continuous listening and acting with a sense of urgency
[0:03:47] Creating a culture of strong communication and transparency
[0:04:20] The importance of a bias for action in small to mid-sized organizations
[0:04:52] Empowering managers and engaging employees
[0:05:20] Building an elite organization through these steps
[0:05:45] Conclusion: Becoming an employer of choice
Transcript
Creating an Organizational Culture that Acts on Feedback
Dr. Jim: [:Oftentimes when you're looking at getting employee feedback, we all know the value of keeping employees engaged and getting the pulse of what our teams are thinking and feeling. Unfortunately, for many organizations, when you do those surveys or when you do those pulse checks, it takes a long time to collect them, and it also takes a long time for you to get the analysis back, and then before you ever get to the point of putting those things into action, maybe all of the information that you got at the time isn't even relevant anymore, and that creates this loop where employees get more and more of a jaded view on the whole concept of responding to employee surveys. So one of the critical things that you can do as the leader of a busy HR team or as a leader of a small to [00:01:00] mid-size organization, is to not only get in the habit of creating that feedback culture, but get in the habit of creating a culture that has a bias towards action.
And here's how you can actually do that. So obviously we've talked several times about creating a culture of feedback and all the different things that you can do to accomplish that. It's not just merely a suggestion box or employee surveys or anything like that. You need to look at both formal and informal ways to collect feedback, both solicited and unsolicited, and demonstrate its value.
ybody, but it's a skill that [:But you're not arming your managers with their training and development necessary for them to be effective. You're likely going to be dealing with a situation where you have an exodus from your rank and file because your managers are figuring it out on the fly.
The third thing that you need to focus on, is getting that inbound communication going.
You have to put that input into action, there needs to be a mechanism in place where you can take those ideas and take the best ones, prioritize it, and put it into action, and also communicate what you're gonna do and why. The worst thing that you can do is collect this input and not do anything with it.
It's not enough to get the input. You have to put it into action, and then you need to communicate. Why these particular suggestions are being acted on. First, you need to map out what changes are gonna be made, how those are gonna be rolled out, why we're focusing on those changes.
Mention some of the [:Year survey is going to be relevant by the time that you put those things into action. So you need to create this culture where you're actually listening on a continuous basis and acting with a sense of urgency so that you're keeping that key communication and feedback engine running.
You're not gonna be able to create that with just doing this once a year because your employees are gonna check out and they're gonna see it for what it is, which is just going through the motions.
Every organization wants to be an employer of choice, wants to be the place where everybody wants to stay and everybody wants to get in.
lly strong communication and [:And you don't have the luxury to wait six months to act on something. Action needs to be put into motion very quickly. Otherwise, your employees are going to check out and look for better opportunities. You need to make sure your managers are empowered, your employees are engaged, because they will actually build that elite organization for you.
Put these steps into place and you will be well on your way to becoming that elite organization.
