As a CEO, I Directly Contacted Over 600 Employees to Uncover Our Missteps

Amid the COVID-19 lockdown, sitting in the confines of my home, I found myself pondering about my employees scattered across 27 countries. I was curious about their thoughts, their worries, and activities—so I took an unconventional step. I decided to reach out directly to each employee to gather firsthand perspectives.

This initiative unveiled an intriguing mosaic of impressions about the global economic climate, their functions, and experiences. It may seem unconventional for a CEO to call their employees directly, but it was a practice I maintained prior to my current role, encouraging an exchange of valuable insights and sometimes surprising ideas.

These conversations weren't just about gathering information. They were also an opportunity to express gratitude for their efforts. By linking discussions to their specific tasks and background, I hoped to form more personal connections. New employees often became the focal point of these chats, giving me a chance to understand their origins and experiences.

From Sending to Receiving: Transforming Communication

A typical town hall discussion led me to a critical realization. When I asked employees about the meeting's key points and met with vague responses, it was clear our method was ineffective. Our monthly town halls failed to engage, prompting us to reduce them to quarterly events.

This highlighted a significant flaw in our approach: we were focused on broadcasting information rather than receiving feedback. Failing to confirm if key messages truly resonated with our team was a pivotal leadership oversight that needed rectification. Ensuring that employee involvement goes beyond mere participation was critical in revitalizing engagement.

Learning From Errors and Adjusting Course

Last year, we pivoted funds from one venture to another, driven by data. However, employee feedback suggested we miscalculated. They conveyed, 'We were just beginning to see progress.' Their candid reports contained insights absent in our summaries, showcasing the emotional and factual grounding of their perspectives.

Accepting our misstep, I had to announce a course correction, acknowledging that the employees were correct based on their firsthand experience.

Another common concern arose from the product development team, expressing frustration over shifting priorities. In response, we vowed to not abandon projects halfway. This change, motivated by direct conversations, aimed to address the engineers' preparedness and enhance project engagement.

The Impact of Personal Communication

Initial forays into personal calls revealed a perception of bias, yet this approach greatly expanded my understanding of varied feedback across the hierarchy. Implementing these calls has become an annual part of my role, constituting about 10% of my responsibilities.

These 30-minute conversations not only allowed me to maintain a pulse on organizational dynamics but also instilled a sense of tranquility knowing the ongoing trends and issues.

As I reflect on this journey, the enriched engagement and new understandings brought forth encouraged a path forward that is attuned more closely to the voices within our company.