The power of listenting & acting

Don't ask, won't tell. It's a phrase that sums up what happens when communication is absent in an organization. However, establishing a culture of open dialogue adds immense value and positions you to move to the next level - if you're willing to listen.

Are you ready to create meaningful change in your organization? Do you feel like you're constantly spinning your wheels, unsure of what's missing? Have you ever stopped to ask what your employees think - about their roles, the company, and how things could be improved?

The value of communication

Building a culture of communication starts with asking the right questions and being open to honest feedback. It's not just about knowing what your employees think; it's about demonstrating that their opinions are valued and integral to the organization's success.

When you prioritize communication, you're not just managing a team - you're empowering a group of problem-solvers. Employees can provide insights on processes, marketing, training, operations and client relationships that leaders might not see from their vantage point.

A great way to formalize this is through a SWOT Analysis - an evaluation of Strengths, Weaknesses, Opportunities and Threats. This framework provides a structured way to collect and act on feedback. And if you're bold enough, have your team analyze not only the company but also your leadership!

Getting started

Recently, we gathered a cross-section of our team - field staff and managers - in separate off-site sessions to dig into the company's current state. See below for questions we asked.

What happens next

Once you've gathered feedback, the real work of analyzing the data and making tangible changes begins (see below). Be prepared for honest - and sometimes uncomfortable - truths about organizational efficiency, training gaps, technology needs, fleet condition and company reputation.

A call to action

If you're ready to take your organization to the next level, embrace the feedback process. Implement the changes your team suggests and watch as productivity, employee satisfaction, and customer loyalty soar.

When you prioritize communication and empowerment, you gain a competitive edge that others won't see coming. So, ask the questions, listen to the answers, and act decisively. It's the most powerful step toward a stronger, more cohesive organization. 

Building categories for deeper insights

To structure the feedback we received, we organized insights into key categories:

1. Company
   Who are we as a company?
   How do employees perceive us?
   How to our customers perceive us?
2. People
   Is our training program effective?
   How can we support professional growth?
   Do employees feel valued and heard?
3.  Operations
   Are we equipped with the tools to succeed?
   How can we improve day-to-day efficiency?
4. Management
   Are managers providing the support employees need?
   Do employees feel their ideas are acknowledged?
5.  Customer experience
   How can we better serve our clients?
   Are we living up to our brand promise?
   Are employees empowered to solve client issues?
   
   

Employee engagement questions

Here are some employee engagement questions that can be used to kick off your conversation:

Field staff

• What's one thing we do exceptionally well?
• What's one area that urgently needs improvement?
• Do we truly understand our brand promise as a company? What's your individual role in fulfilling it?
• Are we meeting our company standards?
• How organized are we as a team? Where can we improve?
• Is our training program effective? What can make it better?
• Do you have the tools and resources you need to excel in your role?

Managers

Strengths:

• What gives us a competitive edge?
• Where do our greatest assets - people, processes, or resources - lie?
• How can we leverage accreditations or certifications for industry recognition?

Weaknesses:

• Where are we falling behind our competitors?
  
• What inefficiencies can we address?
  
• Are external pressures like deadlines or seasonality hindering performance?

Opportunities:

• Are there market trends or emerging opportunities we should capitalize on?
• How can we strengthen relationships with subcontractors or partners?
• Are there underserved niches we could explore?

Threats:

• What risks do competitors pose?
• Are regulatory, economic, or environmental changes affecting us?
• How might shifting client expectations impact our business in the next 3-5 years?

David Lammers is president and CEO of Garden Grove Commercial Grounds & Snow Management. Contact him at david@gardengrove.ca.