They are all defined as leaders (people who guide a collective, according to the dictionary) but only 1 out of 4 listen to the ideas and opinions expressed by their employees. This is what can be deduced from the survey “The risk of ignoring Employee Feedback”, taken by almost 28,000 senior executives, managers and employees and documented by Forbes.
Based on the figures, Mark Murphy–responsible for the survey–offers a clear conclusion: few of those self-designated leaders are open to valuing ideas or suggestions made by their employees, even if today’s technology makes it more possible than ever to take them into account.
Despite this fact, there is a margin–however narrow–for hope, since the sum of leaders who always or frequently listen to their employees (see chart) adds up to almost half (47%) of the total number of respondents.
Real hope? Relatively. This same figure implicitly reveals that 53% of leaders believe they practically hold the monopoly for good ideas in their companies…
Collective intelligence is sexy…
… and taking into account those who make up the organization helps to make it stronger. Not only because more ideas flow through it, but also because those ideas take in others, and become stronger along the way.
Not to mention the mere fact that listening to them has an effect on their authors. Companies that are open to employee ideas recruit and retain talent more effectively.
The results of the survey confirm this idea:
– 62% of employees who answered the survey would recommend working in those companies where their opinions are taken into account.
– And 5%, on the other hand, would flee from companies with leaders who are not receptive to ideas from the rest of the team.
Also, although listening takes up time, it is productive. Valuing contributions from employees reinforces their motivation and commitment.
And speaking of productivity, it also helps to detect the most innovative and effective employees. Those known as high performers, with more and better ideas, who are more open to developing them and serve as an example and guide for others.
They are, in a strong sense, the true concealedleaders in the organization. Keeping them concealed has obvious (and harmful) consequences: more demoralized employees, more lost opportunities, and less talent in the organization.
The conclusion seems clear. Advancing depends both on the attitude of a few as the attitude of the whole.
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