I love metaphors. I came across one recently that really hit the mark. I was hiking with Kami on a mountain trail. As we talked, she lamented how she was working for an organization whose senior leadership doesn’t seem to do anything with the suggestions offered by those actually managing the day-to-day functions.
She said, “I feel like the check-engine light in a car. I offer up suggestions and warn them of issues that need to be addressed. But they don’t do anything. Then, when something goes wrong, they complain as if no one warned them.”
I thought, “Wow! That’s what I see going on in so many organizations.” That’s the perfect metaphor for one of the challenges every leader faces. How many times has something preventable gone wrong where you work and the leader asked, “Why didn’t someone say something?”
You should know that Kami is 31 years old. She minored in business, earned a master’s in administration and is in her third professional position of significant responsibility. In other words, she has developed some pretty good instincts. There are others in the organization who see some of the same stuff. As you might imagine, they compare notes and wonder why nothing changes.
Who are your “check-engine” employees? Every organization has them. They might be a mid-manager, a supervisor, a team leader, or even a front-liner who sees the same problem occurring every day. It really doesn’t matter what level of responsibility they have. If you pay attention, they are the canaries in the coal mine, to use another metaphor, that can help you avoid preventable problems.
Not everyone on your staff is one of these people. Most just do their job, keep their heads down and collect their pay. But these employees possess the caring that we, as leaders, hope all employees possess.
So, how do you, as a leader, foster a culture where these warnings are welcomed and embraced?
First, let them know you’re interested in their ideas and insights. Now, you can’t simply say, “Tell me what’s wrong, everyone.” The complaints will come out of the woodwork. Wait for these people to come to you. They will, trust me. They might pull you aside at a meeting, remain after on a Zoom call, maybe send you an email. Whatever the method, take the time to hear them out. If the issue sounds involved, ask them to get on your calendar for 15 minutes. Whatever you do, don’t brush them off with, “Don’t worry about it” or “Yeah, okay, thanks for sharing.”
Second, respond to their concerns. When meeting with them, be present. I know that sounds like common sense, but how many times have you been in conversation with someone, where you know that their mind is elsewhere. These people recognize that they might be taking a risk by mentioning something that may add to your burden or something you may not want to hear. Your attention and true consideration will breed trust and encourage them to share other concerns you probably need to know about. If it an issue you are already aware of, let them know, but still show appreciation for them bringing it up.
Third, act on their concern. There is nothing worse than taking the chance to share a concern with a leader and then see nothing done to investigate or resolve it. If this happens a couple of times, you’ll probably never hear from them again and they start looking for the exit. If they share this experience with others who have the same experience, you’ll be promoting the exit of caring employees without even knowing it. Even if the issue they identify turns out not to be a concern, let them know and why. There’s nothing like closure for someone who’s truly concerned.
Finally, show your appreciation. That doesn’t mean you give them a reward. They’re not doing it for that reason. They’re doing it because they care and want to feel valued. Take them aside at a meeting. Stop them in the hallway. Send them a handwritten note of thanks. Yes, handwritten notes are still a thing. When people know that you care, you will foster a culture where the people you depend on become more invested in the organization’s long-term success.
What do you do to encourage people to share the issues and preventable problems they see in the workplace? We’d all like to know. Put them in the comments below. I’m Bob Wendover.