In my last column, I wrote about the importance of employee motivation, a key factor for growing your business. The most dynamic companies are receptive to new ideas, appreciating employees who contribute them. Here's an equal truth about dynamic firms: They make it a priority to foster feedback to gain those ideas. They produce, not just permit, a culture of positive change.
Simply put, the most successful firms constantly search for ways to get better. They realize their business processes and strategies are good (or they wouldn't be succeeding) but can improve. Smart firms routinely analyze, communicate, tweak and fix the ways they operate--and succeed largely because of it.
You can approach feedback on external and internal levels. Salespeople and customer service personnel are like troops on the front lines of communication with customers. They absolutely must solicit customer feedback and relay those messages--positive and negative--to co-workers and managers. I can't recall a client who didn't appreciate the green light to mention a pet peeve or compliment. External feedback is critical for a practical reason (in order to improve, you must know what's wrong) and an organizational one (managers, for the most part, don't talk to customers daily). Decision-making leaders need to understand customer needs.
Internal feedback--criticisms and proposals from within your company--is important, too. Managers should ask each other, "What can we do from our standpoint to help foster efficiencies? How can we make our employees' jobs easier?" To find out, managers must perform a simple, three-letter verb: ask.
Most employees are eager to comment when they feel as if management will listen to their insights. While I worked at FMC/Merrill Corp., we instituted a feedback element in our computer system so employees could send suggestions as they thought of them. Employee-driven ideas led to improvements that saved the company both time and money on internal functions like faster data input, improved customer reports and even more efficient picking methods.
Managers should solicit internal feedback. For certain, it exists. (Anyone who has spent time at a company water cooler can vouch for that.) To approach feedback proactively, companies can hold biweekly or monthly customer-service meetings, asking, "What's going on?" and "What can we do better?" They can challenge employees to introduce ideas on how the firm can operate smoother or gain business. At these meetings, assume money is no object. The point is to discuss ideas; managers can perform cost/benefit analyses later.
After making decisions, however, managers should explain their rationale to employees. Not attaining feedback from employees is bad; attaining it and not responding isn't much better.
Meetings aren't the only opportunities to gain feedback. Your company can employ any method it deems appropriate. Some firms hold contests that reward employees for good ideas. I'm sure that approach fosters positive change, but I'm not a big fan of the tactic, primarily because it places a set value on ideas. I think it's better to foster a culture where employees strive for them constantly.
If you're a company principal or manager, remind yourself that the right ideas often come from left field. If you're an employee who gains customer feedback or has an idea your company can use, make sure your voice is heard.
Employee silence is a deadly epidemic for companies. Communication and energy, however, are wonderfully contagious and create a better workplace.
Mark Trumper is CEO of Maverick Label, Edmonds, Wash., and president of DMIA.
