It’s a simple enough question.
Alternatively, perhaps if you are a manager or owner, do your associates trust you?
I suspect that most leaders would be surprised at the responses if their employees, volunteers, or associates were being 100% truthful. If you would tell your boss, exactly what you think of them and/or what you think of the direction of your organization, this post is not for you. If however, if you appreciate the fact that there may be a gap between what you or they think, please consider the following.
Why don’t people say what they think?
They are afraid. Unless an organization has cultivated a culture of open dialogue without retribution, your associates will be afraid for their job. They will be afraid of being singled out and they will be afraid of being the only one who will say what is on their mind. This fear is very real.
They have been burned before. I have seen many owners and managers react defensively when one of their associates had said something that the owner or manager did not want to hear. There are few things more destructive to morale than to have this happen to an associate, particularly if it happens in public. As a leader, when you ask your associates what they think, you need to listen, thank them for their opinion, and consider their opinion even if you never act on it.
They have volunteered before but nothing happened. As a leader, if you ask people for their opinions, you are under no obligation to implement their ideas; at the very least, however, explain to them why you did not and be grateful for their suggestion(s).
They think that you can’t keep confidence. Few things will shatter trust quicker than when an associate tells a manager something and then the manager turns around and uses that information in a way that makes the source obvious. The associate could be embarrassed and may be ostracized by there colleagues. An effective leader asks their associate how they can use the information given to them and will respect the associate’s wishes.
They do not know how. Unfortunately, many organizations do not want ideas from their associates. As you build the culture of your organization, you should encourage people to share ideas, particularly if some of your associates are fearful of volunteering. Involving your associates in the growth of this culture will make them more invested in the organization and its success – they are not only individual employees, but associates of a larger, supported team.
DANGER! These are only a few of the possible reasons for associates not to speak their mind. As a leader, be aware that some people will volunteer but may only say what they think you want to hear. If you suspect this is happening, address it directly by encouraging people to realize that it is okay to disagree with you: be respectful and try to incorporate their suggestions publically.
Here are some examples of important questions your associates may be afraid to ask.
Can we discuss a raise? Most associates really struggle with this question. For every person who actually asks, several more are thinking about it but do not ask and suffer anxiety as a result. Effective leaders have clear policies on how pay increases happen. The process is transparent and everyone understands without the stress.
I need a personal day. The question that the associate really wants to ask is “Should I call in sick and use a sick day or can you help me?” Many times people will take a sick day and not be sick: having a sick child might be the reason; they might have pressing family issues; and/or they may require a break for their mental health. Regardless of circumstances, effective leaders encourage their people to work with them to find solutions to their problems. Be understanding when an associate has small children, anticipate their situation, be transparent, and support them under difficult circumstances.
I think this is a bad idea. Could we talk about it? Effective leaders understand that new ideas need to be “red-teamed” (Link to Red Teams). They ask for feedback, they listen, they evaluate, and they want to utilize the experience and knowledge of their associates.
I have an idea. Could we discuss it? Effective leaders encourage associates to make suggestions, whether they are an older associate or a new hire. These leaders realize they do not have a monopoly on good ideas. Effective leaders also look at failed ideas; they look at why it failed, what could be improved, and never blame one person for something that failed. Effective leaders also ensure that praise for good ideas is given to the person and the team as a whole.
I’m not happy with my job. Could we discuss other opportunities? Many associates who ask this question may have already started looking for another job. Regular Performance Conversations and daily interaction can help retain good people. There is always a risk that an associate may still decide to leave, if it happens, it is always better to have it happen on good terms. By helping, an associate successfully transition out of an organization, an effective leader may be able to negotiate a longer notice period to find and train a replacement.
As a note, some organizations have a policy never to rehire an associate who leaves. If your organization has that policy, consider abolishing it. Associate’s who may not initially appreciate your organization, may grow to value it when they leave. By allowing rehiring, they may become even better associates if they want to return to your team.
I would like to learn how to do this. Do you think it is possible? Encouraging professional development and enabling your associates to acquire new skills is one of the hallmarks of an effective leader. Few people are happy doing the same job and as a result, many leave one organization, looking for new challenges. As a leader, the savings of keeping and training an existing associate is good for everyone, rather than having to find and train replacement associates.
There is a person who is dragging down morale. Can we talk about what to do about it? This is a difficult situation, but it is important for leaders to deal with such issues quickly. The situation in small and medium-sized businesses is compounded if the problem is a family member. To be an effective leader, these situations must be dealt with promptly and fairly; otherwise the associates may lose faith in your leadership.
If someone brings you a sensitive problem, an effective leader will ask, “How would you like me to proceed?” As we mentioned about “confidential information,” the associate may what their leader to know, but to investigate subtly to protect themselves. An effective leader will respect that confidence and be skilled in resolving the issue without revealing the identity of the original associate.
Do you really want to hear our opinions? An effective leader understands that when you ask for opinions you cannot be defensive; you must listen especially when you disagree with the associate. Honesty can hurt sometimes, but it is better than blind obedience. Having associates who have different opinions can make an organization much stronger than one that blindly follows their manager or owner.
Your organization will be stronger when people are encouraged to contribute what they really think and to help the organization avoid mistakes. By developing and listening to your associates, good people will want to join your team. Your organization will grow past the point that it would have if you were the only one driving ideas.
As a final note for now, an effective leader knows that they must develop and earn the trust of their associates; it isn’t something that simply comes with the job.