By Deo Mwano
Collecting feedback from employees is essential to building a healthy, effective workforce. Whether leaders agree with the feedback, feel challenged by it, or believe some perspectives may not fully reflect the internal realities shaping decisions, feedback still matters. It provides insight into how employees experience the organization—and that experience is real to them.
At DMC, we often hear from leaders who are hesitant to collect feedback or unsure how to put the right systems in place to gather it consistently and effectively. The reasons vary: fear of criticism, concern about misinformation, or uncertainty about how to respond once feedback is collected. At the same time, these same leaders often express frustration that significant resources are being invested to improve employee appreciation, belonging, respect, and productivity—yet those efforts are not landing as intended or being well received by employees.
When organizational initiatives meant to improve culture and climate fail to gain traction, it is often a sign that deeper engagement is needed. Employees may not fully understand the intent behind these efforts, may not feel included in shaping them, or may not trust that their input truly matters. This disconnect signals an opportunity for organizations to strengthen how they engage employees and create more meaningful pathways for participation and feedback—especially in areas where resources are being allocated for improvement.
This is why collecting feedback through multiple modalities—such as surveys, listening sessions, focus groups, and interviews—is critical. Equally important is having a clear strategy that explains to employees why feedback is being gathered, how it will be used, and how their voices can directly influence positive change. When done well, feedback becomes a true temperature check of team sentiment and organizational health.
At times, the feedback collected may not align with leadership’s understanding of reality. It may reflect misunderstandings, incomplete information, or even rumors. While this can be uncomfortable or frustrating for leaders, these moments are valuable opportunities to dig deeper. Rather than dismissing the feedback, organizations should explore where these perceptions are coming from, how information is being communicated, and how messages are being interpreted across teams.
By normalizing open dialogue and inviting employees to expand on their perspectives, leaders can better identify gaps in communication and trust. These insights create opportunities to close the loop—clarifying intent, addressing misconceptions, and improving how information flows throughout the organization. Rebuilding trust and strengthening communication takes time, especially in cultures where skepticism or misalignment has existed. A long-term strategy is essential.
Leaders should also ask employees directly how the organization can communicate more clearly and credibly, and what would help them feel more confident receiving information at face value. Involving employees in shaping communication strategies reinforces transparency and shared ownership.
Ultimately, all feedback is valuable when employees are willing to share their experiences. That willingness should never be taken for granted. Organizations that listen with intention, show appreciation for employee input, and make meaningful adjustments based on what they hear are far better positioned to improve culture, climate, and overall workforce success.
The DMC Workforce Success Team has more than 20 years combined experience and provides sustainable solutions to the complex social issues that affect large, medium or small businesses. Building authentic relationships is at the heart of DMC’s work, developing trust and honesty with employees to get to the root of issues and include them in the design of solutions.