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20 Apr

Let’s face it. Every organization has employees who fear telling their bosses the whole truth about workplace problems because such honesty can be career-limiting. In fact, it’s likely that most employees feel this way at some point in their careers.

Employee self-censorship usually amounts to a simple act of self-preservation because nobody wants a reputation as the office complainer. Employees will often resist giving honest feedback due to concerns that their leaders may oppose suggestions for change. Or employees will stay silent in the presence of senior staff because they fear they might say the wrong thing or show up their bosses in front of other managers.

All these factors make it hard for managers to build staff alignment. Leaders can only achieve their goals by coordinating the actions of their teams, yet such coordination requires buy-in from the people doing the actual work on the frontlines. Most leaders lack effective ways to engage in actionable discussions with dozens or hundreds of their followers.

Considerable research shows that employees who feel free to express their views at work are much more apt to perform better and stay on staff longer. For instance, highly engaged employees are 50 percent more likely to exceed expectations than non-engaged workers, based on research from the Hay Group. In addition, companies with highly engaged teams far outperform those with the most disengaged employees -- by 54 percent in employee retention, by 89 percent in customer satisfaction and by fourfold in revenue growth.

Reduce power from above, and get the truth from below.

Various methods to overcome this communications impasse include the use of all-hands feedback sessions...Read more at:

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