As hard as we try to provide information, people aren’t going to consume it if it isn’t easy, accessible, or to the point. If you feel like communication at your organization is effective but employees are telling you otherwise, it may be time to consider new methods for sharing key information. It’s important to find ways to communicate that work for your people and environment.
In today's information-rich world, the challenge is not always having enough information, but rather accessing the most relevant and useful information. Share the right amount of information, leveraging the right channels. Confirm who will share the information and how it will be shared, especially when information must be cascaded down through the organization.
LEADERS CAN:
Empower managers to keep teams informed. Equip managers with the information and resources they need to effectively communicate with their teams. Senior leaders should regularly brief managers, so they can relay clear, up-to-date, and actionable information to their employees.
Do a gap analysis. Determine what type of information employees are missing and respond accordingly.
Understand people may have different preferences for methods of communication. Don’t assume employees will engage with every communication you share simply because it is coming from you. Often messages get lost as they are repeated throughout the organization so craft them in a way that will encourage employee readership. Use the appropriate tone and length for your chosen communication channel. Regardless of the medium you use, ensure the critical parts of the message are included in every communication you share.
Be thoughtful about the how/when/who when sharing information. People become frustrated or feel devalued when they discover that other people received information or updates before they did. Safeguard against this by determining what and when specific messages need to be shared so information is disseminated thoroughly and consistently.
MANAGERS CAN:
Understand people may have different preferences for methods of communication. Consider using more than one form of communication (e.g., email, newsletter, town hall meetings, shift/team meetings, video communication, social media).
Remember that employees can handle “bad” news but struggle with no news. In the absence of information, we fill in the missing pieces, which can lead to inaccurate messages or rumors. Consider this when crafting communications. If you don’t know the answer, be honest and say so but try to follow up when possible.
Provide rationale for decisions. Often, communicating the process and reasoning that led to a particular decision is as important as conveying the decision itself. These details foster employee buy-in and understanding of what to expect next. Let your team in on your thinking so people can ask questions, feel in-the-know, and can even help anticipate challenges you didn’t identify. Because processing and decision-making happens in our own heads, and because we’re often in a hurry, it’s easy to forget to let people in on our thinking.
Clarify information sources. Clearly identify and communicate where employees can find key resources, such as project documentation, policies, and data. Create a centralized hub, like an intranet or shared drive, where important information is easily accessible.
EMPLOYEES CAN:
Ask for necessary information. Your manager or teammates may not know what information is most critical for you. Make a point to share what information you need and in what timeframe.
Share helpful information about your role with others. Other people don’t have the deep insights into your work like you do. Consider what information about your roles and responsibilities would be helpful to share with others. Offering information will open the door for others to communicate more frequently/thoroughly with you too.
Proactively offer information when you can. Sometimes it’s tempting to keep information to yourself because it feels good to be in-the-know. However, this mindset can be unhealthy and doesn’t contribute to a collaborative or open culture. Do your part in offering and sharing information when you can.
The demands of our jobs (e.g., deadlines, emotional labor, workload, role conflict) are often what lead to burnout. Having resources, on the other hand, is essential for feeling motivated and engaged, and even helps combat burnout during the most demanding and stressful times at work. When people have the resources they need to be successful, feel supported, and perform at their best, the difficult parts of their jobs don’t seem so taxing.
When asked about resources, everyone may think of something slightly different and may have differing needs. For example, when you think about resources are you thinking equipment, staff, money, time, support, or something else altogether? Take the initiative to learn what comes to mind when your people are thinking about resources. Don’t overlook something important that may seem small to you but can make a large difference in your employees’ work.
LEADERS CAN:
Work to understand current needs. This is a topic where an additional conversation typically is needed to fully assess the issue. If this item is low scoring, check with your people if the current tools, technology, and materials meet their needs. Ask for feedback to identify gaps. This is worth a conversation.
Advocate for necessary resources. Be a champion for your people by advocating for the budget, tools, or personnel they need to be successful.
Be transparent with decisions. From a systems perspective, ensure resources are allocated in ways that align with your mission and strategic priorities. Draw these connections for others by explaining why and how decisions about resources are made.
Set clear priorities. Help employees focus on what’s most important by setting clear goals and priorities, which can prevent the misuse of time and resources.
MANAGERS CAN:
Encourage employees to ask for resources. Ensure employees know that it is acceptable to speak up when adequate resources are not available and provide the proper channels to do so. Reserve time during team meetings to ask employees what resources they need to do their jobs well. Encourage employees to be specific as possible so you can determine the best course of action. There may be challenges you can troubleshoot without escalation or investing in additional resources.
Communicate decisions around resources. When you must make tough decisions or are unable to meet all employees’ requests, get your team involved in conversations, set expectations for when needs can be met, and talk others through your decision process. Explain the rationale behind decisions and emphasize how allocated resources support team goals and priorities.
Review current resources and materials. There may be tools or resources that your organization has available that your team is not currently leveraging. As you identify the specific tools your team needs, check against the organization-wide resources to see if there is an existing tool that can be used immediately.
EMPLOYEES CAN:
Speak up about necessary resources. No one knows your work better than you. Others may not understand what is needed to get your job done efficiently and effectively, so make sure to speak up when you don’t have what you need to be successful. Don’t forget to show appreciation when someone helps get you what you need; this will reinforce the value of support and demonstrate the importance of that resource.
Prioritize your requests for resources. If you are lacking multiple resources needed to do your job well, prioritizing your requests can increase the likelihood of getting them addressed. Map your needs by importance and urgency then prioritize accordingly.
Be creative with your current resources. Sometimes we’re not able to do more with less, but we can try to make it work by getting creative. Attempt to find different ways to stretch the resources you have. Look for ways to be more efficient. Collaborate with others to brainstorm what they’ve done to succeed. If your attempts don’t work, you’ve built a strong case to advocate to your manager and team that additional resources are necessary.
Having autonomy is a fundamental human need, so it’s no surprise that it is a key factor to being engaged at work. People are more likely to be motivated when they have discretion in how they do their work, ownership in what they do, involvement in decisions, and opportunities to voice suggestions or feedback.
Only solicit input for decisions for which you are willing and able to incorporate the feedback. Your employees are smart; they know when you’ve created a false sense of input. Rather than create the illusion of opportunity for “voice” when you know the input will not be considered, find genuine ways to give employees autonomy and control over their work.
LEADERS CAN:
Communicate the decision-making process. Companies often solicit employee feedback, but then employees don’t get to witness the decision-making process, so they don’t understand what happens with their input. Communicate with employees to assure people that suggestions were received, describe what options you considered, and explain why you went with the final decision.
Delegate decisions appropriately. Many companies struggle to make decisions at the right level of the organization. Decisions should be made as close to the work as possible. Even for strategic, system-wide decisions, consider who you can talk with to gather information, learn about key pain points, and understand perspectives of those most closely involved in the work.
Empower your leaders so you can focus on strategic work. Consider how you spend your time and energy. Are you micromanaging in places where someone else is equipped and ready to take on the work? Are there projects, tasks, or initiatives that you can empower others to own?
MANAGERS CAN:
Provide guidelines, then step back. Create a culture of empowerment by setting parameters for performance. Then, get out of the way and let employees accomplish their work how they best see fit.
Review decisions that are made on a regular basis. Who makes those decisions? Is there an opportunity to shift the decision-making as close as possible to where the work happens?
Find opportunities to increase autonomy. Identify who needs to be involved in what kind of decisions and then give as much autonomy to employees for all other topics.
Provide quick training opportunities for decision-making. Begin building decision-making skills by presenting scenarios to employees and asking them how they would respond. What factors would the employee consider? Use the dialog as an opportunity to provide coaching.
Ask employees to suggest tasks where they need more or less support from you. Openly discuss requests for support with your employees, considering their readiness for increased autonomy. In cases where an employee wants decreased support and they aren’t yet ready for autonomy, give them the rationale for your decision and actionable feedback on what the behaviors they need to exhibit to be given more authority or responsibility.
EMPLOYEES CAN:
Be proactive and open-minded. Don’t take it personally when your supervisor or team decides to go a different route than you suggested. What’s important is that your ideas and concerns were heard and considered. Find opportunities to voice your opinions and keep an open mind to others’ viewpoints.
Effectively communicate your thought processes. When you offer a suggestion or idea, be sure to explain your rationale. Let your manager and team in on your thinking — why is your idea a good one; what has been successful and/or failed in the past; how does this idea benefit everyone involved?
Start small and build up. Sometimes we’re ready to take on more than our supervisor/manager may think we are ready for. Start small and ask to take on increasingly larger responsibilities or decisions. Build credibility by demonstrating follow-through. As you build trust with your manager and teammates, they’ll happily enable you to take on more.
Feeling connected to others at work is one of the most powerful predictors of employee engagement across our clients. Those who feel isolated physically, emotionally, and/or professionally are much more likely to leave than those who feel included. Research also suggests that those who feel a sense of belonging also have higher performance, develop and advance their careers more quickly, and even take fewer sick days. Fostering a sense of belonging among your workforce not only improves the employee experience, but it also offers valuable benefits to the business which contribute to long-term success.
LEADERS CAN:
Consider if you are creating the opportunity for everyone to contribute equitably. If the answer is no, how can you invite more voices to the conversation?
Create community through professional dialogue. Mentorship and professional relationships can make or break a career. Help someone by sharing your own journey and listening to theirs. You’ll get a chance to share your successes and failures and you’ll hear another person’s diversity of experience.
Try to avoid favoritism. It can be easy to visit local work sites or provide growth opportunities to high performing employees or employees who share things in common with you. Be intentional about making yourself visible and accessible to all employees. Provide every employee on your team with opportunities to gain experience and thrive.
Communicate a shared purpose. Regularly communicate the organization’s mission, values, and goals, and show how each employee’s role contributes to the bigger picture. When employees feel connected to the company’s purpose, they’re more likely to feel a sense of belonging.
MANAGERS CAN:
Lead by example. Model inclusive behavior. Treat everyone with respect, listen to diverse perspectives, and demonstrate openness in your actions.
Foster open communication. Encourage team members to share their ideas, concerns, and feedback without fear of judgment. Actively listen, and validate their input, showing that their voices matter.
Celebrate diversity. Recognize and celebrate the unique strengths, backgrounds, and experiences of each team member. This could be through cultural celebrations, highlighting different work styles, or acknowledging personal achievements.
Build trust. Be transparent in your decisions and actions. Show consistency between what you say and do. Trust is the foundation for team members to feel comfortable bringing their full selves to work.
Avoid favoritism. It can be easy to provide growth opportunities to high performing employees or employees who share things in common with you. Be intentional about providing every employee on your team with opportunities to gain experience and thrive.
EMPLOYEES CAN:
Seek out mentorship. Mentorship can be invaluable to your career and relationships at work, but rarely lands in your lap. Identify what you are looking for and who might be a good fit for your professional goals and communication style. Reach out to them and request to set up a time to chat about it. Not sure where to start? Consider reaching out to your HR department for advice.
Be an ambassador for the culture you want to see with new hires. Finding your place in a new workplace can be challenging. Foster stronger belonging in yourself and others through modeling the behaviors and communication you wish you had when you started at the organization.
Engage in team activities. Participate actively in team-building exercises, social events, and collaborative projects to foster connections with coworkers and build relationships beyond work tasks. If these events do not currently exist, schedule them!
Express appreciation and support. Show appreciation for your colleagues' contributions, celebrate their achievements, and offer support. Demonstrating empathy and solidarity can strengthen bonds and create a culture of mutual respect and support within the workplace.
Setting clear expectations is straightforward, but can also be easily overlooked. When you or others make assumptions about expectations, it can lead to misaligned expectations, resulting in conflict or poor performance. This is easy to avoid if you take the time to make it a priority and create a norm where others help you establish good expectations too.
Setting clear expectations is not a one-time ordeal. Change is constant so revisit expectations on a regular basis. Every time your leadership team grows or shrinks, individuals alter their goals, systems and processes shift, or organizational priorities change, be sure to check in to reestablish and/or align expectations.
LEADERS CAN:
Ensure that strategic priorities are clear, focused, and well-communicated. Encourage mid-level leaders to align their goals with the goals of the organization.
Formally document rules, expectations, and cultural norms. For rules, policies, and norms that span across your organization, make sure to have a documented resource that employees can reference. Revisit these documents periodically so people remember where to find them and to assess when revisions/updates are necessary.
Require clear job descriptions for all positions within the organization. Job descriptions provide employees and managers with a clear set of roles and responsibilities to which the employee is accountable. Hire and develop your talent based on the outlined expectations. Successful companies also use competency models to demonstrate how knowledge, skills, and expectations are similar and different across various roles in the organization.
Develop systems, practices, and procedures that align rewards with expectations. Your organization’s practices should reward the right kinds of behaviors and discourage undesirable or unintended behaviors.
MANAGERS CAN:
Check for employees’ understanding. After discussing an employee’s roles or responsibilities (i.e., with new hires or for ongoing work tasks), try asking, “Based on what we’ve talked about, what’s your understanding of what you’ll be taking care of, and what you can count on me to do?”. Ask about timing, resources, etc. Having someone verbalize expectations back to you ensures you’re all on the same page.
Document rules, policies, and norms that span across your team, department, or company. Ensure employees are aware of and know how to access that document. Revisit these documents periodically so people remember where to find them and keep them updated.
Initiate a conversation to identify gaps in understanding of expectations. When an employee fails to meet your expectations, give them the benefit of the doubt and explore whether your expectations matched theirs. Maybe there was a misunderstanding about the task, timing, or roles. Use the situation as a learning opportunity to clarify expectations going forward and encourage the employee to solicit feedback.
Check-in as priorities shift to make sure expectations are clear. Answer any questions employees may have. Be upfront about what you know and what you do not yet know.
EMPLOYEES CAN:
Be proactive when change occurs. When talking with your manager or peers, check that your understanding of roles and responsibilities matches theirs. For example, sometimes big-picture expectations are verbalized by your supervisor, but they may forget to discuss the smaller, more informal parts of the job. Try using phrases like,” When a situation like _____ arises, my understanding is that I should _____,” or “Given _____, I would expect to do _____ and can count on you to do _____.”
Review job descriptions and performance evaluations. Take time to thoroughly review your job description and any performance evaluations or feedback provided by your supervisor. These documents can provide valuable insights into the specific responsibilities, tasks, and expectations associated with your role, helping you prioritize your efforts and focus on areas for improvement.
Seek feedback and course correction. Actively solicit feedback from colleagues, supervisors, and mentors on your performance and progress toward meeting expectations. Use this feedback as an opportunity to identify strengths, areas for development, and any adjustments needed to ensure you're meeting or exceeding expectations in your role.
It is important for senior leaders to make time for coaching their leaders because it strengthens their own leadership capabilities and ensures strategic alignment across levels of leadership. Coaching is a critical tool to developing leaders in ways which align with the organization’s future growth and succession plan.
If leaders don't understand their blind spots, it is difficult for them to improve. Coaching not only helps them grow, but the active investment in their growth and performance can be highly motivating and contributes to overall organizational success.
LEADERS CAN:
Provide quick training opportunities for leaders. Begin building decision-making skills by presenting scenarios to your leaders and ask them how they would respond. What factors would they consider? What factors should they consider? Use the dialog as an opportunity to provide coaching.
Push leaders to facilitate growth. Help your direct reports get out of their comfort zone to help them grow and perform at their highest potential. Give them "stretch assignments" and coach them through the more difficult aspects. This builds empowerment and fuels growth.
Remember to coach behaviors, not people. Constructive feedback should reinforce or correct specific behaviors employees display, not their personality traits.
Give leaders opportunities to gain additional insight. Invite your leaders to skip-level and/or executive level meetings to gain exposure to the work and strategic perspectives of senior leadership.
MANAGERS CAN:
Provide quick training opportunities. Begin building decision-making skills by presenting scenarios to employees and ask them how they would respond. What factors would the employee consider? Use the dialog as an opportunity to provide coaching.
Provide constructive feedback: Give timely, specific, and actionable feedback. Frame feedback around behaviors rather than personal traits, and make it a regular part of conversations, not just during formal reviews.
Ask open-ended questions: Encourage self-reflection by asking questions that prompt employees to think critically about their performance. For example, "What do you think you could have done differently?" or "How do you think you can improve this process?"
Tailor coaching to the individual: Understand each employee's strengths, learning style, and development needs. Adapt your coaching approach accordingly, as what works for one person may not work for another.
Foster a growth mindset: Encourage employees to view challenges as opportunities for growth. Celebrate progress and effort, even if the results aren’t perfect yet. This helps employees stay motivated and resilient.
Remember to coach behaviors, not people. Constructive feedback should reinforce or correct specific behaviors employees display, not their personality traits.
Change is hard, but strategic change management increases your chances of successful adoption. To help employees navigate change be sure to: 1) help people understand the reason for the change 2) involve people in decision making to earn their buy-in 3) communicate, communicate, communicate, and 4) ensure processes and procedures support the change so it is sustained.
Just because a message is communicated doesn’t mean it was heard. People need to hear things multiple times. Your communication strategy should plan for increased communication from leadership, leveraging multiple communication channels. Don’t forget the role of managers when developing a communication strategy. Managers are often employees’ best resource to understand what’s going on in the organization. When there is a breakdown in communication from manager to employee, it can rapidly produce feelings of uncertainty, skepticism, and confusion for employees. It is critical that managers build trust, communicate frequently, draw connections between change and employees’ specific work, and what outstanding questions are weighing on people’s minds.
LEADERS CAN:
Align on the "Why" behind the change. Make sure managers understand the strategic reasons behind the change, including how it supports the organization’s long-term goals. This allows them to explain not just what is changing, but why the change is important and how it will benefit the team and the company going forward.
Proactively communicate changes. Use multiple channels to share information about organizational changes with employees (e.g., blogs, newsletters, team meetings, town halls) to ensure it reaches all parts of the organization. Consider developing resources to support managers and employees during the transition. For example, make a FAQ (Frequently Asked Questions) document available to managers and employees.
Provide ongoing support. Let managers know that leadership is available to support them throughout the change process. Whether through additional training, resources, or direct involvement, senior leaders should reinforce that managers aren’t navigating the change alone, making it easier for them to guide their teams.
MANAGERS CAN:
Understand the change first: Before communicating with your team, make sure you have a clear understanding of the change yourself. Ask senior leaders for clarification if needed so you can confidently answer questions.
Provide broader rationale for changes. Help employees understand that changes are happening not because the way things were done before was inferior, but because the business is evolving, and changes are necessary to keep up with the new environment.
Encourage collaboration. Fostering a collaborative climate with open communication is especially important when going through change. Set aside extra time to answer questions or concerns.
Be honest. If you don’t know the answer or a decision has not been made, say so. Communicate when you expect to know more and then be sure to follow up.
EMPLOYEES CAN:
Touch base with a manager. When you feel uncertain about change, ask for some time with your manager to talk through it. Get a feel for the short and long-term effects of the change. Brainstorm what you need to effectively deal with the change and what your team may need from you.
Keep an open mind and consider the pros and cons. Two important questions to reflect on are: 1) how might this change improve your work or benefit you, and 2) what challenges may the change cause for you? Outlining both views can help you deal with the change, plan for potential challenges, and keep a positive mindset as you integrate changes in your work.
Be proactive when change occurs. When talking with your manager or peers, check that your understanding of roles and responsibilities is the same as theirs. For example, sometimes big-picture expectations are verbalized by your supervisor, but they can forget to discuss the smaller details that impact your work.
Communicating an inspiring vision for the future means painting a clear and compelling picture of where the organization is headed and why it matters. It’s about giving employees something bigger to strive for, aligning their day-to-day efforts with a meaningful goal that resonates with them. When leadership shares a vision that excites people, it ignites passion, motivates teams, and drives engagement. It’s important because it builds trust, fosters a sense of purpose, and helps employees see the role they play in achieving long-term success. An inspiring vision gives everyone a reason to push through challenges and stay committed to the organization’s growth and transformation.
LEADERS CAN:
Check that leaders are on the same page about the vision and values. Do leaders across groups/departments share consistent messages? Invite leaders to share examples of how and when the vision has motivated their groups.
Bring leaders together to explore each group’s role in accomplishing the vision. Discuss how groups are working together to achieve the vision. Brainstorm examples of when collaboration was critical for accomplishing the vision and ask leaders to share them out with their teams.
Seize every opportunity to weave the vision and values into regular communication channels. Look for opportunities to share stories of the values in action to communicate how work is contributing to the broader vision.
MANAGERS CAN:
Connect the vision to day-to-day work. Help employees understand how their individual roles contribute to the larger vision. Break it down into concrete examples that show how their work drives progress toward the company’s goals, making the vision feel relevant and attainable.
Simplify and clarify the message. Senior leadership's vision can sometimes feel abstract or high-level. Translate it into clear, simple terms that your team can easily grasp. Focus on the core message and avoid jargon, making it relatable to everyone.
Show enthusiasm and belief in the vision. Your attitude will shape how your team responds. Demonstrate genuine excitement and belief in the vision’s potential to inspire your team. If you’re positive and confident, your team is more likely to get behind the vision.
Create opportunities for dialogue. Encourage your team to ask questions and discuss the vision. Listen to their thoughts, address concerns, and foster open conversations. This helps employees feel more engaged and invested in the company’s direction.
EMPLOYEES CAN:
Ask questions. First, ask yourself, do you know the organization’s vision? Do you understand the vision and values, and why they are important? Do you understand how the work you do connects to that vision? If you do not know the answers, it is time to start a dialogue with those in the organization who can give you some perspective.
Tie individual goals to organizational mission. When developing your goals, tie them specifically to the vision and/or values of the organization. Identify how your personal priorities also help move the organization closer to accomplishing its mission. Seize development opportunities that are aligned with your personal goals and the future vision of your organization.
For employees to feel they can achieve their career goals, it means they see clear opportunities for growth and development within the organization. They need to feel supported with the right resources, mentorship, and a path forward, whether through promotions, skill-building, or new challenges. This sense of possibility is critical because when employees believe they can advance their careers with us, they’re more engaged, motivated, and loyal. It reduces turnover and fosters a culture of continuous improvement, where people are invested not just in their own success, but in the success of the company. Helping employees reach their career goals is a win-win for individuals and the organization.
Employees don’t always draw connections between learning or growth opportunities and career progression. Career advancement is not only achieved through formal promotions, pay increases, or title changes, but also by gaining new skills, taking on larger responsibilities, and collaborating with different functions. You may need to help your managers see how experiences like these are critical for their career progression and supporting their teams in achieving personal career goals.
LEADERS CAN:
Spread a mindset that career goals aren’t just about promotions and pay increases. Take time to share your own goals to learn, develop new skills, form new relationships, or expand your understanding of other areas of the business.
Support training and professional development initiatives. Opportunities to grow knowledge, master new technologies, or explore new processes/systems allow employees to simultaneously improve their effectiveness and build personal capabilities.
Be intentional about succession planning. Successful leadership succession doesn’t just happen, it requires purposeful effort. Evaluate the methods for succession planning in your organization, including at lower levels. Without a qualified person to fill their shoes, you cannot promote someone to an executive position. Prioritize career planning throughout the organization.
MANAGERS CAN:
Identify and communicate clear career paths and open positions. If an employee applies for a position within your team but does not get the role, provide feedback as to why and what to work on to be ready for the next opportunity.
Initiate career-based conversations with employees. Meet with employees one-on-one to discuss career goals/interests, developmental opportunities, and opportunities for growth within the organization. Understand the ways in which each of your employees wants to grow and actively support their growth.
Be proactive in providing learning opportunities, especially for high potential employees. Expose them to next level tasks and projects. Invite them to shadow you or other leaders when possible.
Offer informal opportunities that contribute to career growth. Encourage employees to seize these less formal chances for career growth, like expanding responsibilities, increasing variety in one’s work, or having the opportunity to teach others.
EMPLOYEES CAN:
Engage in self-reflection. Do you know what your career goals are? Identify a few short-term and longer-term goals, then strategize ways to work towards them with your manager.
Share career goals with a manager. It can feel vulnerable to talk about career goals, for fear of conveying disinterest in your current role. Even so, it’s best to be honest with your manager. Express commitment to your current role, while also emphasizing that you want to grow in ways that meet both the organization’s and your needs.
Identify career goals beyond compensation and job title. We don’t always know where we want to go. Rather than position, promotion, or compensation goals, think of your career more broadly. Develop some goals based on new experiences, mastering skills, utilizing strengths, or pursuing interests.
Build a strong professional network. Work on building your network both within the organization and via professional organizations. Having strong relationships can ensure that people think of you when opportunities arise.
Dedicate a week to reflecting on the work you do. Write down the things that you love about your work and things you don’t like. Look for trends and patterns to help crystallize the things that you enjoy the most and consider how you can do more of those things as you develop in your career.
Constructive feedback is critical to the development of your employees and the health of the business. You can model healthy feedback behaviors for your team by instating regular feedback loops, keeping the lines of communication open and encouraging a culture of continuous improvement. Constructive feedback empowers your managers to make better decisions and feel supported in their efforts. Meaningful feedback can also support the business by increasing performance, aligning organizational goals as they cascade down the business, and aiding in succession planning.
“Sandwiching” feedback — where you sandwich negative feedback between two pieces of positive feedback — is not as effective as some may claim. When feedback feels insincere people are less receptive and may overlook the constructive information you’re sharing. Rather than hide critical feedback, be upfront with managers and set the expectation that all feedback conversations should include discussion around positive performance and potential growth opportunities.
LEADERS CAN:
Set a strong example around feedback behaviors. Model the behaviors of asking for feedback to encourage others to do the same. For example, after a project or meeting, check-in with peers or direct reports and ask: How do you think that went? Do you have any feedback on things I could have done better/differently?
Lean into positive feedback. It’s all too easy to give critical feedback or point out what needs more work, especially when you’re short on time. Don’t fall into this trap. Positive feedback is more effective and is highly motivating. Make an intentional effort to call out the positive too.
Emphasize feedback as a mechanism for improvement. Be careful of creating a culture that is too “nice” in the sense that people do not give each other feedback. Make continuous learning and improvement a regular part of your day-to-day conversations.
MANAGERS CAN:
Consider short, yet frequent check-ins with each direct report. Try to lead quick check-in meetings to focus on: 1) what’s going well? 2) where are you having challenges? 3) how can I best support you?
Provide real-time feedback and use questions to help employees process their own performance. Ask questions like: how do you think that went? What do you think you could do differently next time?
Focus on the behavior rather than the person. For example, rather than saying, “You are confrontational,” consider describing a specific behavior such as, “Yesterday, when you raised your voice...”
Be timely, don’t wait for a performance review to provide feedback. We often avoid providing feedback because we don’t want to upset others. However, it is important to remember that being direct and honest is the kind thing to do. Feeling frustrated and not saying anything can lead to resentment, conflict, and confusion.
EMPLOYEES CAN:
Reflect with your supervisor. Be proactive about asking your supervisor for feedback, especially after major events or milestones. Ask your supervisor: what do you think went well? What could I do better/or differently that would help me be more successful?
Seek informal opportunities for feedback. Feedback conversations don’t have to be scary or formal. Rather than wait for a full debrief about a project, find opportunities to informally ask your supervisor for feedback about specific topics. Questions such as, “How do you think that went?” or “Is there anything I could do differently next time?” can be very insightful.
Be prepared when going into a feedback conversation with your manager. Think back on a specific timeframe and make concrete notes about your performance. Try to describe examples using STAR: situation, task, action, results. If your manager doesn’t solicit your input, ask if you can offer a few examples that demonstrate what’s going well and where you’d like to improve. Coming into a performance conversation with your own ideas demonstrates that you take ownership in your development.
When employees feel like the work they do directly contributes to the company’s goals, it means they understand how their efforts impact the bigger picture. They’re not just completing tasks—they see how their role drives the success of the organization. Ensure your organizational goals are clearly aligned and all levels of leadership can clearly articulate them to employees. When people know their contributions matter, they’re more likely to be invested in the company’s success, collaborate better, and push toward shared goals. It’s about turning individual actions into collective progress, which benefits the entire organization.
LEADERS CAN:
Enable leaders to connect individual roles to company objectives. Help leaders and managers see the connection. This can be done through one-on-one meetings, team discussions, or performance reviews where leaders explicitly link individual efforts to company success.
Identify and communicate the most critical goals to the organization. Too many priorities often cause lack of alignment and create conflict for resources. Try to limit the number of critical goals for the organization to three at the most, and clearly share these goals through appropriate channels.
Reward efforts appropriately. Align organizational goals to incentives, rewards and recognition programs. Focus recognition and performance feedback on work that supports the organization’s goals. Prompt your leadership teams to demonstrate that system-wide programs are motivating desired behaviors in your workforce.
Find formal and informal ways to celebrate successes. Do your employees know how far you’ve come? Routinely share success stories, give shout-outs to work well-done, and communicate progress towards goals using specific metrics.
MANAGERS CAN:
Clarify the bigger picture. Regularly communicate the organization’s overarching goals and strategic objectives. Make sure employees understand the company’s mission and vision, so they see how their work fits into the broader context.
Set team and individual goals aligned with organizational priorities. Break down company goals into team-level objectives and individual performance targets. Clearly explain how achieving these goals directly contributes to the success of the organization.
Use real-life examples. Share specific examples of how employees’ work has impacted key business outcomes. Whether it's improving customer satisfaction, driving revenue, or enhancing operational efficiency, show how their contributions matter.
Celebrate milestones and progress. Recognize and celebrate achievements that align with organizational goals. When employees see that their work is valued and contributing to broader success, it reinforces their connection to the company’s goals.
EMPLOYEES CAN:
Talk to a manager. If you don’t understand how your work fits in with the big picture, ask your supervisor.
Initiate a conversation with stakeholders. Identify one or two important stakeholders who rely on the work you do (e.g., customers, leaders, frontline service providers). Ask these stakeholders what they think is going well and what could be improved. You’ll likely learn that your contributions are more impactful than you thought, and you may get some good feedback in the process.
Identify discrepancies between responsibilities and organizational goals. Take a minute and remind yourself of the organization’s goals. Then identify 3-5 responsibilities that take up most of your time. If they don’t align with the organization’s priorities, brainstorm ways you can dedicate more energy to tasks that you see as connected with company goals while also minimizing tasks that don’t relate as meaningfully.
For people to support one another and collaborate, leaders must foster an environment where teamwork thrives, and individuals actively share knowledge, resources, and encouragement to achieve common goals. It’s about breaking down silos and building strong relationships, allowing diverse perspectives to come together to solve problems and innovate. This collaborative spirit is vital because it not only enhances productivity but also creates a culture of trust and unity. When employees feel supported by their colleagues, they’re more likely to take risks, share ideas, and engage in creative solutions, ultimately driving the organization toward success. In today’s fast-paced environment, collaboration is key to adapting and thriving, making it essential for your growth and resilience as a company.
LEADERS CAN:
Ensure that each department is clear on how they support the vision. Check for alignment (and misalignment) across departments in accomplishing common goals.
Identify what is/isn’t working. Review which policies, procedures, etc. are working well and seek out areas in need of improvement. Check with department leaders to learn how work can be transferred and shared seamlessly across groups. Seek input from key stakeholders at all levels and from across the organization.
Reflect on the collaboration among your leadership team. Are senior leaders modeling the desired collaborative behaviors? Navigate challenges to collaboration as a leadership team by opening lines of communication and demonstrating care and concern for others. Engage in team building exercises to build rapport, trust, and cohesion across the senior leadership team.
MANAGERS CAN:
Encourage leaders to discuss their goals/priorities and seek alignment. Leaders should focus their approach to leadership from an “organizational” view vs. a “department or team” view.
Encourage open communication. Foster an environment where team members feel comfortable sharing ideas, challenges, and feedback. Use tools like collaborative platforms or regular team meetings to facilitate ongoing dialogue and information sharing.
Encourage shared ownership and a commitment to success on collaborative projects. Begin collaborative projects by asking team members to agree to the objectives (or better yet, help define the objectives) and discuss the benefits to the organization.
Provide clarity around roles and responsibilities. It is important for members of the collaboration to understand the expectations at each stage of the collaboration. This minimizes confusion, ensures accountability over all tasks, and empowers each team member to own their role.
EMPLOYEES CAN:
Ask your manager for opportunities to shadow people in other groups. Find opportunities to observe others doing their work or arrange a lunch/coffee meeting to ask them about their day-to-day.
Focus on the “what” rather than the “who.” By focusing on tasks/actions rather than intentions or personality differences during conflict, you can learn from mistakes and make a plan for better collaboration going forward.
Lead by example. Model healthy collaboration behaviors, especially in times when it feels challenging. You can be a catalyst for increased collaboration by demonstrating effective ways to work together. Gently encourage others to also model collaborative behaviors as the opportunities arise.
In our modern workplace, it is difficult to find regular opportunities to interact and communicate with other groups, but it is still critically important to get work done. Get creative about how your teams stay informed about other groups’ work, their challenges, successes, and opportunities to increase collaboration and effectiveness
Email is often a primary channel for communication. Email is great for many purposes, especially sharing information and mass updates. Email is not as effective, however, for innovating, brainstorming ideas or problem-solving. Cater your method of communication to best serve your purpose, particularly when it involves many people and groups. When in doubt, pick up the phone or talk in-person.
LEADERS CAN:
Consider the what/when/how. As a leadership team, determine what specific messages need to be shared and by when so information is disseminated thoroughly and consistently across all groups. Ensure other leaders also feel comfortable sharing key messages with their teams.
Facilitate conversations between department leaders. Create opportunities for and encourage open and frequent communication. Ask groups to share current priorities, recent successes/milestones, and challenges that are top-of-mind.
Coach managers to have difficult conversations and effectively resolve conflict. Help leaders identify different kinds of conflict — task, interpersonal, and process conflict, so they can direct conversations to the root of the challenges they’re facing.
MANAGERS CAN:
Facilitate conversations with other departments. Ask relevant questions such as: 1) How is our customer service? 2) How do we make your lives easier/more difficult? 3) What would you like our department to know about how we work together?
Provide necessary information when requesting support. When asking for help/support from another department, be sure to communicate the reason for the request and the impact it will have. When people understand how their contribution will have an impact, they are more often more likely to be open to help.
Cater your method of communication to best serve your purpose. This is particularly important when it involves multiple people and groups. For example, email is often our go-to communication method in offices. Email is great for many purposes, especially sharing information and giving updates to many people. Email is not as effective, however, for brainstorming ideas or problem-solving. When in doubt, pick up the phone or talk in-person.
EMPLOYEES CAN:
Put yourself in others’ shoes. What can you expect them to know about your role and what might be difficult to know? Find opportunities to share information about the parts of your work that others may not understand.
Start by asking questions. Rather than jump to conclusions or assumptions about others, engage in some “appreciative inquiry.” Learn about where others are coming from before saying what’s on your mind.
Take initiative to learn about other groups’ work. What are you curious to know about other groups you work with (or that you don’t work directly with)? Brainstorm a few questions and ask your manager to connect you with someone on the other team to learn more about them.
Most employees likely do not have personal relationships with leaders of your organization, but it’s still important that they trust their leaders to make the right decisions for the company. It is critical to explain the rationale behind senior leadership decision-making and highlight its relationship with the work of employees.
LEADERS CAN:
Ask your workforce how often and through which channels they would like to hear from senior leaders. Leverage their preferred communication channels and pass this information upward for broader adoption and/or channels that are not managed by you.
Explain the reason behind decisions and why certain people were involved in the decision-making process. Be sure to help leaders understand how the decision will impact their work and how it supports their team’s goal achievement and the broader organization’s goals.
Attend department, site, and team meetings for Q&A sessions. This provides employees with an opportunity to build rapport with senior leaders and ask questions. You can gather and review employee questions in advance so that you can feel prepared for the conversation.
MANAGERS CAN:
Ask your team how often and through which channels they would like to hear from senior leaders. Leverage their preferred communication channels and pass this information upward for broader adoption and/or channels that are not managed by you.
Explain the reason behind decisions and why certain people were involved in the decision-making process. Be sure to help each employee understand how the decision will impact their work and how it supports your team’s goal achievement and the broader organization’s goals.
Invite senior leaders to a team meeting for a Q&A session. This provides employees with an opportunity to build rapport with senior leaders and ask questions to receive direct answers. You can gather and share employee questions in advance so that the leader can prepare.
EMPLOYEES CAN:
Ask more questions. Seek to understand the rationale behind why decisions were made and who was involved in the decision-making process. In many cases, lack of confidence in decisions made by leaders can be attributed to a lack of communication.
Be proactive when collaborating. Clarify your role and responsibilities in a team or collaborative project to support those making decisions and to avoid unnecessary escalations and delays.
Focus on solutions instead of problems. Now that you’ve identified the shortcomings of decisions made by leaders or peers, focus on finding ways to overcome the challenges you’ve identified.
When appropriate, offer constructive feedback to leaders regarding decisions they’ve made. It is important to deliver the feedback directly, using the appropriate channels, and, ideally, in a 1:1 setting. Try to avoid sharing negative feedback in public forums, or without a reasonable, desired outcome.
Respect is the foundation of a healthy organizational culture, and most organizations have expectations around respectful treatment in their employee policies.
Respect isn’t just about being nice and courteous. It’s also about valuing people enough to tell them what they need to hear to thrive and be successful. We often avoid difficult conversations because we don’t want to hurt feelings, yet the respectful thing to do would be to communicate honestly, directly, and with kindness.
LEADERS CAN:
Lead by example. Demonstrate respect in all interactions, whether with employees, peers, or customers. Senior leaders set the tone for the organization, and when they model respectful behavior—actively listening, showing empathy, and valuing diverse perspectives—it encourages others to do the same.
Recognize and address disrespectful behavior. Make it clear that disrespectful behavior won’t be tolerated. Set clear expectations for respectful conduct and promptly address any issues that arise. Holding people accountable reinforces the message that respect is a non-negotiable value.
Celebrate diversity and inclusion. Actively promote an inclusive culture where differences are celebrated and respected. Provide training on unconscious bias and encourage teams to embrace diverse viewpoints. When employees feel respected for who they are, it fosters a stronger sense of belonging and collaboration.
As much as possible, address people by their names. Try to remember and talk about details from previous interactions with people (or ask them questions to prompt your memory). This may seem like a small gesture, but it makes people feel known and recognized.
MANAGERS CAN:
Go back to basics. Simple behaviors make all the difference when it comes to ensuring others feel respected. Take time for simple greetings, ask how people are doing and use common courtesy.
Demonstrate positive communication. Utilizing effective listening skills, thinking through how words and actions will impact others, and being aware of body language, tone of voice, and demeanor in all interactions will promote healthier communication practices, and ultimately respectful treatment within the organization.
Seek input from all group members. Look for ways to have diversity in meetings and committees, especially when important decisions are made that impact the larger group. If some voices dominate the conversation, intentionally seek out the opinion of quieter members so all perspectives are heard. Use some of these ideas and be sure to recognize the employee who shared them.
Implement policies and procedures consistently so employees feel they are being treated fairly. Provide equal opportunities for employees to participate in professional development, committees, and task forces.
Remember respect for each other is required by organizational policies and non-negotiable for all employees. Everyone should feel respected at work, and those who act disrespectfully need to know when boundaries are crossed. It is up to managers and employees alike to ensure a culture of respect is built and maintained.
EMPLOYEES CAN:
Lead by example: Consistently treat others with kindness, fairness, and empathy. Your actions set a standard for how others should behave.
Engage in active listening: Show that you value others' opinions by giving them your full attention. Don’t interrupt or dismiss their ideas, even if you disagree.
Take time to get to know others on a personal level. Ask others (your peers, manager) about their hobbies, loved ones, or what they are focused on at work. Getting to know people in terms of their interests and motivations can go a long way in reducing misunderstandings.
Assume the best of others. When a misunderstanding or frustration with another employee arises, remind yourself to assume the best intentions. Ask questions for understanding before jumping to conclusions.
Tackling difficult conversations head on is key to staying on top of problems and building a learning culture. Employees should feel safe bringing up any topic of conversation without negative consequences - regardless of the difficulty. When issues are swept under the rug, they can become bigger problems later. While tough conversations can be uncomfortable, they are necessary for a healthy work environment and strong business.
LEADERS CAN:
Ensure difficult conversations receive follow-up. People will hesitate to bring up difficult conversations when they feel nothing will be done about it. Closing the loop will help employees feel like their voice matters and they were heard.
Provide employees with a clear, confidential path to express concerns or feedback. Establish formal systems and procedures that give employees a safe and structured way to have difficult conversations about their manager with a neutral party within the organization. Providing a neutral intermediary can help prevent potential conflicts from escalating and supports a culture of openness and trust.
Schedule time to discuss hard topics. If people need the space and time to voice concerns or other difficult topics, it can be useful to add it to the agenda in team meetings. Do you have a weekly or monthly team meeting? Add designated time for employees to bring up these points in conversation.
Consider barriers to psychological safety for your team. Is there a particular individual who shoots down ideas? Are people punished for bringing up uncomfortable topics? Do people make jokes when someone speaks up about a challenging topic? Work to create an environment where these barriers are removed for people to give feedback or provide a system to report concerns with anonymity.
Demonstrate openness to difficult conversations. As a leader, engage in difficult conversations with employees when they arise. Modeling healthy communication behaviors such as active listening and prioritizing follow-up when needed encourages and empowers your leaders to also demonstrate openness and cultivate a culture where employees are comfortable voicing their opinions.
MANAGERS CAN:
Ensure difficult conversations receive follow-up. People will hesitate to bring up difficult conversations when they feel nothing will be done about it. Closing the loop will help your team feel like their voice matters and they were heard.
Schedule time to discuss hard topics. If people need the space and time to voice concerns or other difficult topics, it can be useful to add it to the agenda in team meetings. Do you have a weekly or monthly team meeting? Add time for employees to bring up these points of conversation.
Consider barriers to psychological safety for your team. Is there a particular individual who shoots down ideas? Are people punished for bringing up uncomfortable topics? Do people make jokes when someone speaks up about a hard topic? Work to create an environment where these barriers are removed for people to give feedback or provide a system to report concerns so they can make it to the team agenda with anonymity.
Employees who are closest to the work are often the ones who have the best ideas for changes, improvements and problem-solving. Asking employees for their input on a regular basis is empowering and sends the message that employee expertise is valued and leveraged.
Change is necessary, but reinventing the wheel isn’t. Before jumping into a big change or deciding to move forward with a new idea, consider existing solutions or work-arounds employees may already be using. When considering a new idea, challenge yourself and others to think through the pros and cons. Consider the anticipated and unanticipated impact. Identify who else the change may affect and invite them into the conversation. Welcome and encourage all new ideas and be thoughtful about taking action.
LEADERS CAN:
Set the tone for what employees should be innovating around. It is important to be clear and specific about the areas where you want feedback. This manages the volume of suggestions and ensures that you receive focused and actionable suggestions for business relevant challenges.
Share examples. Share stories of successful innovations and instances where employees may have taken a risk that was unsuccessful. Balancing these stories will help cultivate an innovative environment where employees can offer a perspective, knowing that not every idea has to succeed. Employees are more likely to suggest new ideas when they feel comfortable trying something without fear of making mistakes.
Use social media or enterprise social networks to solicit solutions. Many organizations have existing enterprise social networks or communication platforms that support socialization; leverage your platforms to ask questions about specific topics where you could use employee feedback and ask for solutions. Implore employees to vote on the best idea. Seeking their vote involves them in the decision-making process, gauges general interest in particular ideas, helps you prioritize your efforts and supports successful adoption of the solution.
MANAGERS CAN:
Prioritize asking employees to contribute their ideas. It is important to create an environment where new ideas are welcome, personal risk taking is encouraged, and creativity is valued. Stress the importance of creativity and set aside time for brainstorming in meetings.
Use the “yes, and…” technique. When new ideas are generated, practice giving the additive feedback of “yes, and…” in response to an idea rather than “no, but…” This can unleash positive energy that builds a collaborative climate.
Brainstorm. Having fun with colleagues and trying new activities together can help us to look at things in a new way. One great way to spur new ideas is to create a competition for the most innovative approach to solve a particular problem.
Provide resources & recognition. Provide the resources needed to implement the ideas worth acting upon and publicly recognize those responsible for generating the idea.
EMPLOYEES CAN:
Seek perspectives on where improvement is needed. Sometimes we propose great new ideas that are not necessarily aligned with organizational priorities. Other times, the team may not have the bandwidth to take on something new. Check with your manager or team to see where your efforts will be most appreciated – where do others see the greatest need for change? Are there initiatives on the backburner that you can own?
Get feedback on new ideas. You have great ideas and others do too. When you come up with a suggestion, run it by others to see if you can tweak and refine the idea before bringing it to your manager and/or other teams.
Collaborate with others. Confusion, slow processes, lack of information, or interpersonal conflict may be red flags that you can improve the workflow. When you feel frustrated or stuck, ask others for their ideas. See if you can put your heads together to come up with new or modified approaches.
Aim to solve unaddressed problems; do not reinvent the wheel. Before suggesting or implementing a new idea, ensure there aren’t existing solutions. It is common for organizations to offer resources, processes, and solutions that are underutilized and not visible to all employees.
When employees feel comfortable expressing their opinions, it means they trust that their voices will be heard and valued without fear of negative repercussions. As a leader it is critical to cultivate an environment where employees feel safe to speak up. When people know they can share ideas or concerns freely, it encourages diverse perspectives to come to the table and leads to better decision-making. It also helps identify potential issues early and builds a culture of trust.
LEADERS CAN:
Give specific feedback on how to progress employee ideas. Start reinforcing your employees to share their ideas with you. Each time they bring an idea, provide them with actionable feedback on how they can further develop those ideas.
Be specific with employees about where you could use their feedback the most. This helps focus the suggestions on topics that are most critical to your work and can inform relevant decisions.
Make it as easy as possible for employees to share ideas. Think about your employees and solicit thoughts through multiple platforms that accommodate a variety of communication styles. Different ways to share ideas could be through a self-serve system, managers, or town halls.
As a leader, demonstrate openness to employee ideas. Use your own actions to show your employees the types of open, transparent communication you want to implement. Recognize and celebrate honest dialogue to reinforce the behavior. Thank employees for their ideas and suggestions even if they are not utilized. If you decide not to implement the idea, close the loop with employees by explaining why it will not be implemented.
MANAGERS CAN:
Give specific feedback on how to progress employee ideas. Start reinforcing your employees to share their ideas with you. Each time they bring an idea, provide them with actionable feedback on how they can further develop those ideas.
Make it as easy as possible for employees to share ideas. Think about your employees and solicit thoughts through multiple platforms that accommodate different styles. Different ways to share ideas could be through team or one-on-one meetings, email, or shared documents.
Lead by example. Use your own actions to show your employees the types of open, transparent communication you want to implement. How supportive are your current team interactions in supporting employees to speak freely? How often do you recognize honest dialogue?
Acknowledge employee contributions. Recognize and appreciate contributions from your team to indicate value for differing perspectives. Validating employees’ opinions fosters confidence and encourages continued participation.
You've asked your employees to take the time to share their open and honest feedback. Doing this and responding with inaction or inadequate communication is often worse than never asking in the first place and can be demoralizing to employees who want to see change and improvement. Acknowledging and taking action to address feedback allows you to demonstrate your commitment to growth and problem solving.
When you receive feedback, do you spend significant time ruminating on what was shared? Do you get defensive or dismissive? Or do you take a breath, digest it, and think of a small actionable way to improve? As a leader, it's important to respond with intention and clarity when you receive organizational feedback, instead of getting caught in "analysis paralysis" or letting the emotion of what was shared get the better of you.
LEADERS CAN:
Communicate what you learned and where you'll focus moving forward. Tell your employees what you’re going to do. There may be some quick wins and changes that can be made immediately, while others may require a longer time to address.
Acknowledge when feedback is outside your control. There may be feedback that you are unable to act upon. Demonstrate that you have truly considered the feedback by acknowledging it and explaining why you cannot act upon the request, or provide an alternative, to show your employees that you are actively listening.
Use SMART goals/objectives. Once you have identified the primary focus of your employee engagement program, it’s time to develop specific objectives. To be meaningful these objectives must be SMART: specific, measurable, attainable, relevant and time bound. You will have overarching organizational goals that, in turn, translate into team and departmental ones. Try to steer away from vague platitudes, and instead create plans with specific goal outcomes and clearly outlined milestones.
Be sure managers have the necessary skills/tools/resources to take action. If managers will own post-survey action at some level, ensure they are equipped with the resources to do so. If there are skill gaps, provide relevant training to develop and execute SMART action plans. Coach managers on how to process employee feedback, create action plans, and role model change behaviors.
MANAGERS CAN:
Communicate feedback outcomes: After collecting feedback from employees, share the results with the team, highlighting key themes and insights. Clearly communicate how senior leadership plans to address these issues or implement suggestions, ensuring that employees see their voices are heard.
Provide updates on actions taken: Regularly update employees on the progress made regarding their feedback. Whether it's through team meetings, newsletters, or emails, keeping employees informed about changes demonstrates accountability and responsiveness from senior leadership.
Encourage two-way communication: Create opportunities for employees to engage in discussions with senior leadership, such as town hall meetings or Q&A sessions. This direct interaction can help employees feel more connected and see how their input is valued in decision-making processes.
Recognize and celebrate improvements: When changes are made based on employee feedback, acknowledge and celebrate these improvements publicly. Recognizing the impact of employee suggestions reinforces the idea that their input leads to positive change and encourages ongoing participation in providing feedback.
The manager relationship is one of the most important relationships we have at work. When employees feel that they are seen as people and not just a cog in the machine, they are much more likely to show up to work with confidence, authenticity, and commitment. This is also true for senior leaders and their direct reports — demonstrating care for your leaders motivates them to be their best selves at work which in turn, benefits their teams and the business as a whole.
LEADERS CAN:
Explore personal connections with employees. Over the next month or two, spend quality time with each of your employees. Understand what makes each employee unique. Be genuinely curious about getting to know your employees personally and professionally. You may uncover traits or behaviors that are very valuable to your team, but underutilized.
Consider doing a personality or strengths assessment with your team and celebrate and explore differences. Leverage individual strengths and differences to improve team dynamics and tailor your management style to your team’s needs individually and collectively.
Check in on their personal lives while maintaining professionalism. Offer to help employees when they share struggles, difficulties, or crises they may be dealing with, both at and outside of work. If you aren’t sure how to best support an employee through a particular situation, ask them what you can do to help.
MANAGERS CAN:
Explore personal connections with employees. Over the next month or two, spend quality time with each of your employees. Understand what makes each employee unique. Be genuinely curious about getting to know your employees personally and professionally. You may uncover traits or behaviors that are very valuable to your team, but underutilized.
Consider doing a personality or strengths assessment with your team and celebrate and explore differences. Leverage individual strengths and differences to improve team dynamics and tailor your management style to your team’s needs individually and collectively.
Check in on their personal lives while maintaining professionalism. Offer to help employees when they share struggles, difficulties, or crises they may be dealing with, both at and outside of work. If you aren’t sure how to best support an employee through a particular situation, ask them what you can do to help.
Listening to and valuing the ideas and concerns of others is key to demonstrating that you appreciate the thoughts and perspectives of all.
Consider the environment you foster on your team. How often do you ask for the opinion of your employees? How often do you use employee ideas to implement change? In what ways do you demonstrate employee ideas are valued? Are you dismissive of employee concerns, or do you practice active listening even if it is not within your direct control to act on those ideas?
LEADERS CAN:
Keep lines of communication open. Provide regular opportunities for individuals to voice frustrations, concerns, needs, and suggestions for improvement. Think through how your behavior, words, and actions will impact others, and be aware of body language, tone of voice, and demeanor in all interactions. Also, focus on listening before responding.
Include appropriate parties in the decision-making process. When making decisions that impact your team, work with those affected to ask for input/recommendations and try to incorporate at least one suggestion. Then, follow up with those who have provided input.
Consider committing to a regular five-minute check-in with each teammate. Consistent check-ins help individuals feel valued and senior leaders learn more about the organization. This can be a daily call, individual email, or virtual meeting to see how they are doing.
MANAGERS CAN:
Keep lines of communication open. Provide regular opportunities for individuals to voice frustrations, concerns, needs, and suggestions for improvement. Think through how your behavior, words, and actions will impact others, and be aware of body language, tone of voice, and demeanor in all interactions. Also, focus on listening before responding.
Include appropriate parties in the decision-making process. When making decisions that impact your team, work with those affected to ask for input/recommendations and try to incorporate at least one suggestion. Then, follow up with those who have provided input.
Consider committing to a regular five-minute check-in with each teammate. Consistent check-ins help individuals feel valued and leaders learn more about the organization. This can be a daily call, individual email, or virtual meeting to see how they are doing.
Be timely and transparent in responses. Acknowledge receipt of employees' ideas and concerns promptly and provide updates on how you plan to address them. If you can’t act on a suggestion, explain the reasoning behind it to maintain trust and transparency.
Follow up and show impact. After addressing employee feedback, follow up to discuss the outcomes or any changes made as a result. This reinforces the importance of their contributions and encourages continued dialogue in the future.
Recognizing people in a meaningful way depends on the individual. Rather than trying one-size fits all approach, be sure to customize how you recognize employees based on their personal preferences.
We often associate recognition with monetary rewards, but there are many opportunities to recognize great work in cost-effective ways. In fact, when we ask employees, they most often tell us they are simply looking for a “thank you” from managers, peers, or leadership for the small wins that happen on a day-to-day basis. Skill development opportunities or time off are also great ways of offering rewards.
LEADERS CAN:
Never underestimate the value of sharing time and building a relationship with your employees. Whenever you visit a site or department, make time to be accessible— ask employees to share what they like about their work and what could be going better for them.
Don’t wait for the annual performance review to call out achievements. Model the importance of recognition by finding meaningful ways to recognize and celebrate the people who report to you. Modeling this practice will encourage your teams to also recognize, appreciate, and celebrate their own direct reports.
Provide your teams with the resources to recognize each other in meaningful ways. Recognition is fundamental to feeling valued and seen, but it is often deprioritized or not considered when dispersing resources. People like to be recognized in different ways; invest in resources that support a diversified approach to recognition. Resources do not equate to financial budgets. Resources can also include your time, leveraging surplus materials, training managers, policies and procedures, etc.
MANAGERS CAN:
Don’t wait for the annual performance review to call out achievements. Offer recognition as soon as possible so the individual knows their contributions are visible and they matter.
Identify ways to facilitate peer-to-peer recognition. Provide the tools for them to do so on an ongoing basis, such as setting aside time during team meetings. If your organization has a peer recognition platform, promote its use within your team.
Never underestimate the value of sharing time and building a relationship with your employees. Make time for the employee to run ideas by you, talk about concerns, and just to get to know each other. Doing so will make it more authentic when you provide recognition and more effective when you need to provide constructive feedback.
Celebrate both big wins and small efforts. Don’t wait for major accomplishments to recognize employees. Acknowledge the small, everyday efforts that contribute to team success, as consistent recognition can boost morale and motivation.
EMPLOYEES CAN:
Thank someone when they recognize your hard efforts! This reinforces your supervisor or peers to continue recognizing you in the ways that are most meaningful.
Avoid comparing yourself to others. Good managers know we are all motivated by different things, so may recognize you differently than your team members. If your manager is missing the mark with how you like to be appreciated (i.e., you hate public attention but would love a personal pat on the back), think of ways you can gently request different forms of recognition.
Clarify your expectations. If you’re aiming for a particular reward or benefit (e.g., promotion, award, bonus), have a conversation with your manager to explore what specific performance or results will lead to potential benefits. This helps clarify expectations and is a great way to set effective goals.
Opportunities for growth and development are often a main driver of employee engagement. Rich development opportunities attract strong talent, keeping them motivated and equipped to perform their job well.
Don’t assume that employees know about the full range of training, learning, and development opportunities at your organization and that they feel encouraged to take advantage of them. Leaders often underestimate how aware employees are of learning and development offerings. If they are aware, some employees may be unsure how to apply, get funding, or meet stated requirements. They may also receive mixed messages about being encouraged to “grow as a professional” and allocating their time to satisfy job demands. It takes an intentional learning culture to offer and encourage employee growth opportunities.
LEADERS CAN:
Share personal resources. When you come across something that peaks your own interest – a blog, a podcast, a good book — share it with your team. And encourage them to do the same.
Encourage “stretch assignments” and cross-department collaboration. Provide opportunities for employees to take on “stretch assignments” or work on cross-functional projects to promote their professional growth.
Prioritize professional development for your employees. On a regular basis, ask members of your team to share what they are currently doing to develop themselves. Emphasizing the importance of continual learning will encourage your leaders to make time for their own development and nurture growth in their teams.
Model support for learning and development. No matter how busy work gets, give your teams permission to participate in growth and development activities during work hours. Help your employees prioritize their work in a way that focuses on the most important work and declutters tasks that may no longer be business relevant, so they are free to repurpose the time for development.
MANAGERS CAN:
Emphasize informal development opportunities. Don’t underestimate less formal chances for development — encourage employees to work on innovative projects, engage in peer-to-peer teaching/mentoring, increase variety of their work, and provide opportunities to share ideas.
Provide a clear avenue for employees to share their developmental needs. Go out of your way to explore ways in which this additional training can be provided. Determine whether this is an individual need or training that could be provided at the group level.
Have regular one-on-one conversations with employees. Ask your team members: 1) What is going well? 2) Where are you having challenges? 3) What help/support can I provide at this time?
Share personal resources/materials. When you come across something that peaks your own interest – a blog, a podcast, a good book – share it with your team. And encourage that they do the same.
Ensure that everyone on your team has at least one goal they are actively working towards. Additionally, empower your employees to select a formal or informal development activity that will help move them closer to meeting their goals.
EMPLOYEES CAN:
Be proactive about your own development. Look for cost-effective training opportunities such as webinars, free training or networking events, book clubs, lunch-and-learns, podcasts, etc. Talk with your supervisor about carving out time to pursue these opportunities.
Advocate for development opportunities. Your manager may be more willing to support training or learning if he or she knows how it will help you in your current role. Advocate for your own development and be ready to explain how a specific opportunity you’re interested in will benefit both your individual growth goals and team achievements.
Teamwork and collaboration are critical to success, driving effective outcomes and fostering a cohesive work environment. The leaders of effective groups focus energy on articulating clear goals for the team, encouraging change where change is needed, and building on the talents of group members in accomplishing goals.
Not only should teams understand how their work contributes to the goals of the organization, but also how their work impacts other business units within the organization. Even when team members aren’t working on the same projects, there can be valuable opportunities for knowledge-sharing and relationship-building that should not be overlooked.
LEADERS CAN:
Review the clarity of roles and responsibilities within your team. Coordination may falter if employees are unclear about task ownership. To address this, consider developing a workflow system that outlines how work gets done and how ownership is determined. Decision-making is an important yet often overlooked aspect of workflow management. Decision-making should happen as close to the work as possible, and these roles should be clearly indicated within workflows.
Set clear “norms” for behavior that are agreed upon by the leadership team. Set expectations for how work will get done and call on the team to hold one another accountable.
Establish psychological safety. Create an environment that fosters relationships and makes it ok to speak up and hold each other accountable. As the leader, demonstrate this value by openly admitting mistakes, sharing that you don’t know something or acknowledging that results are better when you work together.
Recognize and address issues early. If quality or timeliness issues arise, address them promptly and constructively. Senior leaders should ensure there’s a process for resolving these issues quickly, so teams can maintain trust and continue to rely on one another without lingering concerns.
EMPLOYEES CAN:
Model healthy teamwork practices. Be responsive to your teammates and provide deliverables in a timely manner. When you run into a roadblock, have an unexpected challenge, or need more time to work on something, make sure you keep others in the loop. Communicate frequently, update others on your progress, and do not hold back on information that teammates need to do their jobs well.
Speak up when you need help, do not struggle in silence. Oftentimes, your teammates may not know you are struggling or could use their support. Staying silent can rob you of an opportunity to achieve your goals and your teammates of an opportunity to demonstrate support through teamwork.
Play to your strengths. Taking a strengths-based approach to work distribution can ensure everyone is doing work that allows them to thrive. Align your work according to your strengths and interests and ask your teammates to do the same. Find at least one task that aligns with your strengths and interests that you can assume from your teammate and at least one task you can give up that another teammate is better suited to do.
Trust is the cornerstone of a healthy team dynamic, shaping how team members support and engage with one another. When someone trusts us, our reliability and commitment increase because we don’t want to let them down. Trust empowers teams to assume goodwill and approach challenges with an open and supportive mindset. Teams with high trust are less likely to tolerate poor performance and they naturally build a culture of collaboration.
Conflicts within teams can erode trust, especially when they involve interpersonal relationships or team processes. Promote trust and minimize the impact of conflicts on team dynamics by addressing norms of behavior before issues arise. Proactively equip teams for navigating challenges related to interpersonal conflicts by discussing positive ways to deal with interpersonal differences and differences in opinions. Proactively equip teams for navigating challenges related to processes by establishing clear work procedures and the associated roles and responsibilities.
LEADERS CAN:
Coach managers to set good operating standards for their teams. Encourage each manager to develop a working charter with their team that holds each team member accountable to their team norms. Check-in with leaders about ways to set expectations for communication, decision-making, conflict, and sharing feedback. Provide training for managers who have skills gaps related to cultivating healthy team dynamics or conflict resolution.
Model and practice empathy. No one understands our work and responsibilities quite like we do, especially when we’re under time pressure and high demands. Rather than jump to conclusions about how others are spending their time, inspire your employees to first ask questions, check for understanding and confirm expectations.
Encourage others to hold you accountable. Senior leaders often receive little to no feedback because there are fewer layers above the role, if any, and employees may not feel comfortable sharing feedback with their most senior leaders. Seek feedback from trusted and diversified sources. Ask people to offer feedback on your performance and communicate how your process and decisions impact their responsibilities.
MANAGERS CAN:
Review whether roles and responsibilities are clear within the team. Coordination can break down if employees are not clear on where responsibility sits for certain tasks. If responsibilities do lack clarity, create a job sheet of common tasks carried out during a typical project/workflow and allocate tasks to a job role.
Set clear “norms” for behavior that are agreed upon by the team. For example, how do we communicate critical information? What is our response time? How do we address conflict? How do we share feedback? Set expectations for how work will get done and call on the team to hold one another accountable.
Establish psychological safety. Create an environment that fosters relationships and makes it ok to speak up and hold each other accountable. As the leader, demonstrate this value by openly admitting mistakes, sharing that you don’t know something or acknowledging that results are better when you work together.
Recognize accountability and follow-through. Publicly acknowledge team members who consistently meet deadlines and deliver quality work. Recognizing reliability reinforces positive behavior and motivates others to be dependable as well, fostering a culture of trust and mutual respect.
EMPLOYEES CAN:
Reflect on teamwork practices. Trust on a team is a two-way street. Pause and take a hard look at yourself — are you a teammate that others can trust to do good work and deliver on time? When you run into a roadblock, have an unexpected challenge, or need more time to work on something, make sure you keep others in the loop. Communicate frequently, update others on your progress, and be open about what you and others need to be successful.
Assume the best in others. Avoid micromanaging others and assume that they will deliver what they promise until given a reason to think otherwise. If someone does miss a deadline or produces subpar work, strategize with your manager about how to have a productive conversation to set better expectations next time.
Check in with your teammates frequently and take notice when they may need support. Show that you’re willing to step in and help. Others will likely do the same for you when you need support.
Communication from Senior Leadership is more than just the information shared directly from those at the top of the organization — people can easily attribute poor communication from their managers as lack of communication from the top. Ensure all levels of leadership understand their role in communicating key messages, what information needs to be conveyed and by when.
LEADERS CAN:
Explain the reason behind organizational changes. Help employees understand the rationale behind a decision and why key stakeholders were involved, and how the change aligns with the organization’s mission and strategic priorities. Clear communication of the reason behind change builds trust, engagement, and eases adoption of the change initiative.
Review the effectiveness of existing communication practices. Are they consistent and transparent? Does information cascade to all levels of the organization? Leverage communication channels to cultivate your organization’s desired communication culture. Assess the usage frequency and purpose for each communication channel available to your employees. Clarify the channels senior leaders will use for their communications. Use a variety of communication channels and repeat the message multiple times to keep employees informed about big picture goals and the plan for success.
Try making 100 calls in 100 days. The executives of one of our clients pledged to each call 100 employees in 100 days. These five-minute casual conversations to check in and see how things were going contributed to the employee feeling valued and leaders learned a tremendous amount about the organization.
MANAGERS CAN:
Be honest about what you don’t know. If there are areas where information is still being worked out, be upfront with your team. Acknowledge uncertainties and commit to providing updates as soon as more details become available. This honesty fosters a culture of trust and transparency.
Remember to provide rationale for decisions when possible. Communicating the process that led to a decision is as important as conveying the decision itself. These details foster employee buy-in and understanding for what to expect next. Let employees in on Senior Leaders’ thinking so people can ask questions, feel in-the-know, and help anticipate challenges.
Be realistic about possibilities for implementing suggestions. Be upfront with employees that while they may be raising a great idea, it’s just not possible to tackle everything at once. Help the employee understand how ideas are prioritized and responded to.
Pay attention to employees’ questions and frustrations around communication. Clear up rumors or misconceptions early. Commit to soliciting more information when you can and deliver on this promise by sharing current events, updates from Senior Leaders, or anticipated timing for more information.
EMPLOYEES CAN:
Ask for regular updates. Request routine all-hands meetings, town halls, or newsletters where leadership can share company updates, strategies, and decisions. Suggest making this a consistent part of the company’s communication.
Provide feedback. Share with leadership how important transparent communication is to the team. Explain how better communication from them could improve morale, engagement, or understanding of company goals.
Ask thoughtful questions. During meetings or open forums, ask specific questions about company direction, goals, or challenges. This shows interest and invites leadership to engage more deeply.
Remember some information is not always available when desired. There may be a disconnect between what Senior Leaders communicate and what you would like to know. Understand that not all information can be shared exactly when we want it, but also let your manager know what specific information would be most helpful for your role. See if they can solicit this information from the appropriate source or if they can let you know if the information isn’t readily available.
When employees feel like the company truly cares about their wellbeing, it means they see that leadership is invested in their physical, mental, and emotional health—not just their productivity. It’s about offering support beyond the work itself, through things like wellness programs, flexible work arrangements, and a healthy work-life balance. This is important because when employees feel cared for, they’re more engaged, loyal, and motivated. They’re less likely to burn out and more likely to stay with the company long term. Ultimately, showing genuine concern for employee wellbeing helps build a positive, productive culture where people can do their best work.
LEADERS CAN:
Lead by example. Model the best practice of taking care of yourself first. Be in tune with what helps you feel “centered” and prioritize those things even during busy times. For example, regular physical activity, eating well, family time or a hobby can help us be our best selves at work and set an example for others. As a senior leader, it's essential not only to take action but also to clearly communicate those actions to your team. By doing so, you can effectively model the behaviors you wish to encourage and ensure they are visible to your employees.
Encourage taking time to unplug. Ensure that employees feel supported in utilizing their PTO and time off, even during busy periods. It is important to foster a culture where taking time off is encouraged and respected.
Be mindful of how intentions are translated. Well-being is both globally applicable and deeply personal. Because of this, it is important for leaders to think about how intentions can translate to their audience. What may come from a place of problem solving and caring, could come across as judgmental. For example, messages like “Maybe you should get up earlier before work” or “Have you tried working out more?” are unlikely to be perceived with kindness. In comparison, “Tell me about what taking care of yourself looks like for you” invites your employee to take agency in their well-being and drive the conversation.
Routinely review policies, tools, and workflows for inefficiencies. Identify and address inefficiencies and gaps in workflows. Eliminate tasks that are not aligned with the organization’s mission and goals. This practice can mitigate burnout and optimize the use of your organization’s workforce while also supporting their work-life balance.
MANAGERS CAN:
Lead by example: Model the best practice of taking care of yourself first. Be in tune with what helps you feel “centered” and prioritize those things even during busy times. For example, regular physical activity, eating well, family time or a hobby can help us be our best selves at work and set the example for others.
Invest in your own development. Having conversations with employees about well-being, mental health, conflict, and work struggles can be tough. Give yourself the resources to navigate these conversations by working on skills in communication, interpersonal effectiveness, and conflict management.
Remember well-being does not subscribe to a one-size-fits-all approach. Take the time to discover ways that promote personal wellness for each of your employees. Encourage your team to reflect on their individual definitions of well-being and ask about ways you can facilitate improvement in this area.
Mind your message. Well-being is both globally applicable and deeply personal. Because of this, it is important for managers and leaders to be mindful that their intentions translate positively. What may come from a place of problem solving and caring, could come across as judgmental. For example, message like “Maybe you should get up earlier before work” or “have you tried working out more?” are unlikely to be perceived with kindness. In comparison, “Tell me about ‘what taking care of yourself’ looks like for you” invites your employee to take agency in their well-being and drive the conversation.
EMPLOYEES CAN:
Reach out if you are feeling stressed or overwhelmed. When you are feeling low on energy and stressed, turn to other people. Reach out to your loved ones to let them know how you are feeling. Talk to a coworker or your manager. Oftentimes, the act of sharing out loud can make your struggles feel less burdensome and isolated.
Align with your values. Write down your top three values. If you are not sure what is most important, use a free online values sort activity to help you identify your top priorities. Once you have them, evaluate how your time usage and decisions align with those values. Pick one area with which to focus on better aligning your time and decisions.
Prioritize your time. You may have created a to-do list to try and manage your time and ended up with an unmanageable number of items to tackle. Try prioritizing tasks into 4 categories: urgent and important, important but not urgent, urgent but not important, neither urgent nor important. Focus your time on completing the urgent and important tasks.
It is common for employees to feel like there is more work to be done than can be accomplished in a day. However, if work-life balance is an engagement driver for your organization, it could be a sign that your employees are approaching burnout.
It is tempting to conclude that more head count is needed to improve work-life balance, and sometimes that is the answer, however often the solution lies in areas like clearly defining priorities, ensuring people have the resources they need to do their best work, or proactively managing change. Check in with employees to understand pain points that get in the way of efficiency and use the right resources to address these barriers.
LEADERS CAN:
Lead by example: Model the best practice of taking care of yourself first. Be in tune with what helps you feel “centered” and prioritize those things even during busy times. For example, regular physical activity, eating well, family time or a hobby can help us be our best selves at work and set a positive example for others.
Avoid the trap of everything is a priority, so nothing is a priority. Identify 2-3 clear priorities for the organization and empower your leaders to identify 1-2 key areas of focus for their teams. Every part of the business should understand how (1) they contribute to organization-wide priorities and (2) their team-level priorities support the goals of the organizational priorities.
Acknowledge norms. For example, you may explain, “I send emails on nights or weekends because that works within my schedule, but I do not expect you to respond immediately.” Reinforce healthy work behaviors by giving employees permission to set boundaries around their work schedules. If possible, refrain from sending emails outside of common work hours altogether, or, if you must send the email after work hours, consider scheduling your message to be delivered during work hours.
Promote time off and rest. Encourage employees to take their vacation days and mental health breaks. Actively support and celebrate time off as a necessary part of maintaining energy and focus.
MANAGERS CAN:
Assume the best intentions of employees and offer flexibility when possible. Generally, when leaders offer flexibility to their employees, they are more likely to reciprocate when work is needed outside of typical hours.
Model the best practice of taking care of yourself first. Be in tune with what helps you feel “centered” and prioritize those things even during busy times. For example, regular exercise, eating well, family time or a hobby can help us be our best selves at work and set a positive example for others.
Review workloads/projects with employees regularly. Identify the most important tasks and be open to putting lower priority projects on the back burner or eliminating them altogether. Ensure employees know it is ok to say, “yes, at a later time” or “yes, and that means something else needs to come off my priority list” in reference to requests.
EMPLOYEES CAN:
Set clear boundaries. Establish firm start and end times for your workday. Communicate these boundaries with your team to avoid work creeping into personal time.
Prioritize tasks. Focus on the most important and impactful tasks. Use tools like to-do lists or calendar time-blocking to manage your workload efficiently and prevent unnecessary stress.
Take breaks. Make it a habit to take short, regular breaks during the day. A 5-minute walk or simply stepping away from your screen can help recharge your energy.
Use your PTO. Take your vacation and personal days to fully recharge. Avoid the temptation to check in with work while you’re off.
Unplug after work. When your workday is over, disconnect from emails, messaging apps, and work-related notifications. This helps create mental space for rest and recovery.
