No matter how approachable you may be as a manager, chances are good
that your employees are withholding valuable intelligence from you.
Research shows that many people are more likely to keep mum than to
raise important questions or suggest new ideas. Companies use a variety
of tactics to get people to open up, like “climate” surveys and
all-staff feedback sessions. But they usually fall short for two key
reasons: a fear of consequences and a sense of futility. In this
article, two professors look at how leaders’ misguided attempts to
promote candid expression fail to address—and sometimes stir up—those
feelings. For example, if you ask for anonymous input, you may be
signaling that it’s not safe to speak openly in your organization. And
if you don’t act on feedback, employees will quickly come to believe
that providing it is pointless. But there are several ways to create a
much more vocal culture, say the authors. To make idea sharing less
intimidating, tone down the power cues with employees, and gather
feedback in regular, casual exchanges. Be transparent about the
processes for gathering and following up on ideas. And if you really
want to know what people think, go ask them. Research shows that when
employees do speak up, organizations see increased performance. So
getting all this right pays off—both for workers eager to make
contributions and for their firms. [ABSTRACT FROM AUTHOR]