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By Deo MwanoCollecting 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.

By Deo MwanoOne of the most common dynamics we see in organizations is this: the obvious thing that should happen between managers and employees—consistent, honest, two-way communication—often doesn’t happen. And when it doesn’t, employees become hesitant to be forthcoming about how things are truly going for them and their teams.When I speak with managers and directors, many are genuinely unaware of the negative impact they may be having on their teams through the way they show up. They often generalize or overemphasize the positive behaviors they expect from employees, without holding themselves to the same level of self-awareness. Their sense of how employees experience them is usually based solely on their own perspective.At DMC, we work closely with management teams and frontline employees across a wide range of sectors—operations, healthcare, retail, government agencies, and more. Some of these organizations have partnered with us for more than five years. We know their cultures well. We’ve coached leaders, facilitated workshops, and conducted annual or biannual climate and culture surveys that explore leadership approach, appreciation, direction and guidance, professional development, accountability, advancement, and more.Our experience is extensive and deeply grounded in real, day-to-day workplace dynamics. And consistently, we see managers rating themselves highly in areas related to leadership presence, communication, and culture-building. But when we ask how they validate those assumptions, their responses are often one-sided. Many do not have any regular mechanism—weekly, biweekly, or even monthly—to gather feedback from the people they lead.This is where the problem lies:You cannot assume you’re an effective manager based solely on your own point of view.You must actively engage your team on a consistent basis, asking specific questions about how your approach is landing and how they perceive you.These feedback loops can be difficult. Constructive feedback is uncomfortable, and many managers become defensive when employees share honest reflections. But hearing this feedback in real time is essential. Even when what employees share may not be entirely accurate, it gives you an opportunity to clarify intentions, correct misunderstandings, and ensure your actions aren’t left to interpretation.And when employees’ feedback reveals genuine gaps, you gain clarity on what to adjust, and how to show up in ways they experience as supportive, aligned, and trustworthy.This does not mean compromising performance standards or becoming “soft” for the sake of approval. It means finding a balanced approach grounded in:Listening wellSeeking feedback regularlyCo-creating solutionsReleasing autonomyTrusting your teamIf these practices do not currently exist within your management style, start small. Choose one or two areas to improve over a set period of time. Along the way, ask your team how it’s going. As they provide feedback, communicate clearly about business priorities while also showing them where your approach is evolving. Give them ownership in areas where their proactive engagement is essential.Improving your team’s perception of your leadership isn’t superficial—it’s fundamental. It’s how you build a culture where employees not only work hard, but also feel safe sharing concerns early, before small issues become costly problems.Your employees must be part of the process. That means consistently asking for feedback and co-creating aspects of the culture where shared ownership makes sense.For example:If your email tone feels demoralizing or impersonal, you need to know so you can adjust.If your meetings feel hostile and even your open invitations for feedback fall flat, you need to know.If your team hesitates to voice concerns—and your projects frequently require major revisions after launch because issues were never surfaced—this is a sign your approach needs attention.These scenarios appear regularly in our coaching and listening sessions. They are not isolated. They are widespread.Managers who intentionally develop feedback loops, self-awareness, and shared ownership build cultures of trust, transparency, and high performance. Those who don’t often find themselves wondering why their teams aren’t communicating—unaware that the silence is about them, not the team. 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.

As we enter a season centered on thankfulness and gratitude, I decided to begin an employee culture committee meeting—one that I facilitate twice a month for one of our partners—with an icebreaker focused on how people express appreciation.The group of about 17 employees reflected on the question and responded one by one. Many of their answers were similar: giving gifts, baking something, shaking someone’s hand, offering something personal, or providing an experience that reflects the recipient’s interests. When answers aligned, those who shared similar sentiments nodded or expressed agreement, recognizing themselves in one another’s responses.The icebreaker wasn’t limited to the workplace—it included home, community, and everyday interactions. One theme became clear: many people express gratitude in the same way they prefer to receive it. As I listened, I noticed patterns, and I reminded the group that all the gestures they mentioned were meaningful. But I also wanted to ground the conversation in the reality of the workplace.I explained that, as employees, our perception of how we show up for others tends to be higher than how our actions are actually received. Often, our good intentions don’t come to fruition because we’re buried in operations and processes. We miss opportunities to slow down, say hello, authentically connect, and acknowledge the people around us—including the people who report to us.To express gratitude consistently, we sometimes need simple reminders—sticky notes on our computers, notes on our phones or iPads, calendar alerts—to pause and say “thank you.” Vocalizing appreciation with genuine warmth and positive facial expression can make a real difference. So start there: pause the grind for a few seconds or minutes, look someone in the eye—in person or virtually—and say thank you. Name the specific action you are grateful for and how it helped you or the team. Let it land. Let it marinate. The people receiving that sincere message will feel it.If your gratitude involves giving something, please make sure you understand what is meaningful to the person receiving it. To know what matters, you have to ask. Sometimes it’s best to be direct: “If someone were to thank you for your hard work, what gesture would feel most meaningful to you?” Whatever they share is what’s relevant and appropriate—within your means—to offer.We’ve all seen situations where a leadership team invests in a gesture of appreciation, only to feel disappointed when employees do not respond the way they expected. When we ask how they chose that gesture, the answer is often that leadership selected something they personally would appreciate—without validating it with employees. They spend money, plan an experience or gift, and it falls flat.Ask first. Then design the gesture around what people say they value. This goes a long way. And remember to check in periodically, because what feels meaningful may evolve over time.In this season of Thanksgiving, all of us at DMC want to thank you—our community, our partners, our supporters, and our advocates. Thank you from the bottom of our hearts. 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.

At Deo Mwano Consultancy (DMC), we have the privilege of working with leadership teams across a wide range of organizations. One recurring theme we encounter is how leaders approach — or fail to approach — the difficult conversations that shape team culture and effectiveness.Every leadership group exhibits both positive and negative behaviors that influence how their team functions. Yet, one of the most common missed opportunities we observe is the lack of intentional time and structured space to engage in challenging or vulnerable conversations.The Cost of AvoidanceWhen these conversations don’t happen, the issues don’t disappear — they simply shift into informal channels. Team members end up venting, gossiping, or complaining to each other instead of addressing the right person directly. This creates division, fuels misunderstandings, and reinforces an unhealthy “us versus them” dynamic.Leaders often tell us they “don’t have time” to address these issues — whether that means adding a check-in at the end of a meeting, hosting one-on-one conversations, or creating a shared space for open dialogue. But that mindset reflects avoidance, not leadership. Avoiding discomfort only allows tension to grow beneath the surface, eventually undermining trust and collaboration.Institutionalizing VulnerabilityMany leaders understand the importance of vulnerability conceptually but struggle to make it part of their team’s culture. Our recommendation is simple but powerful: institutionalize the practice.The team leader — the person with the most influence — must model, facilitate, and reinforce these conversations consistently. When leaders demonstrate openness, humility, and empathy, they give their teams permission to do the same. Over time, this builds psychological safety and trust, making vulnerable engagement a natural and expected part of how the team operates.Proactive Conflict ManagementCreating space for vulnerability doesn’t just resolve conflict — it prevents it. By engaging in open conversations early, teams can align around shared goals and objectives, clarify misunderstandings, and co-create strategies to move forward together.When these conversations are avoided, assumptions take root. People begin to interpret actions and decisions based on incomplete information — often believing that those closest to the leader are “favorites.” Transparent dialogue helps dismantle these perceptions. Naming what you feel, expressing assumptions openly, and inviting others to share their perspectives leads to deeper understanding and stronger alignment.The PayoffWhen DMC helps partners establish norms for vulnerable conversations, teams become more resilient and cohesive. Yes, these discussions can surface new tensions or strong emotions — but that’s part of the growth process. What matters most is that the team learns how to move forward together, grounded in empathy, humility, and shared purpose.Ultimately, making time for vulnerability is not a luxury — it’s a leadership responsibility. It’s the foundation for trust, alignment, and sustainable collaboration. The teams that lean into these moments of discomfort are the ones that emerge stronger, more connected, and more effective. 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.

By Deo MwanoThere’s no escaping the headlines about AI and its impact on the workforce. Some argue that AI is here to enhance human work rather than replace it. Others point to industries already seeing workforce reductions as AI tools improve efficiency. At DMC, we’ve noticed a clear shift across many white-collar jobs.AI tools have accelerated the execution of tasks that once required hours of manual work. As a result, some industries are cutting hiring budgets, while encouraging managers and directors to increase AI adoption. In larger organizations, employees are now expected to demonstrate how they’re using AI to solve problems before asking for more headcount.Human + AI: The Partnership That MattersFor now, AI cannot function without human input. Systems need people to prompt them, guide processes, and provide direction. As time progresses and workflows are mapped, AI will take on more of the process—but the need for human creativity and problem-solving will remain.This is where employees can stand out. Those who treat AI as an extension of their creativity—using it to ideate faster, prototype ideas, automate repetitive tasks, and solve problems more efficiently—will become invaluable assets.Why You Can’t Be Passive About AIIt would be naïve to assume your job is safe without adapting. To stay relevant, you should:Research tools in your industry. Explore what’s out there, experiment with them, and identify real use cases.Show the value. Demonstrate how these tools can streamline processes, reduce costs, and improve outcomes.Stay informed. Regularly read about new AI developments and trends so you’re always ahead of the curve.Connect AI to business goals. The real differentiator isn’t just using AI—it’s applying it to your organization’s biggest pain points and aligning it with the bottom line.Employers are searching for solutions that cut costs, improve efficiency, and drive revenue. If you can show how AI helps achieve those outcomes, you’ll position yourself as a key contributor.Moving ForwardAI is not a passing trend—it’s here to stay, and it will continue to disrupt the workforce in profound ways. To remain competitive, you must dedicate time and resources to learning, experimenting, and integrating AI into your daily responsibilities.Those who embrace AI as a creative problem-solving partner won’t just survive the workforce evolution—they’ll lead it. 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.

By Deo MwanoAt DMC, we work with many organizational leaders who consult with us on issues related to employee experience, culture, and workforce climate. Managing employees comes with many challenges, especially around discipline, accountability, and reinforcing critical objectives and expectations. One area that often creates friction is the Performance Improvement Plan (PIP).PIPs are difficult to execute effectively. In our work, we frequently discuss not only the intent behind a PIP but also whether it clearly articulates the areas of improvement with demonstrative examples. For an employee to truly understand what is expected, the PIP must move beyond conceptual language and provide practical, actionable guidance.The Purpose and Drivers Behind PIPsTo be candid, many PIPs are influenced by different organizational drivers. Sometimes they serve as an HR protocol leading to eventual termination. Other times, they are genuinely designed to help an employee improve and reestablish their effectiveness within the organization.When consulting with managers, we often ask: “What do you want the outcome of this PIP to be?” The answer to that question should drive how the PIP is written. A strong PIP includes specific examples of the behaviors and results that leadership wants to see from the employee.The Challenge With Many PIPsUnfortunately, many of the PIPs we encounter lack tangible outcomes. They are often filled with HR jargon and vague concepts that leave room for interpretation. A PIP written in this way is essentially ineffective—it shifts the burden onto the employee to ask clarifying questions.The problem? Most employees receiving a PIP do not feel comfortable asking for clarity. As a result, the PIP fails to support improvement and instead becomes a procedural document that sets the stage for separation.What Effective PIPs Should ContainFor a PIP to be useful, HR, managers, or learning and development staff must review the draft and ensure that it:Provides clarity. Each item should be written as a specific, demonstrable behavior or action.Uses practical language. Replace abstract HR jargon with clear, everyday terms.Includes supportive resources. Pair expectations with tools, training, coaching, or mentoring that will help the employee succeed.When we review PIPs, we often ask managers: “What does this statement look like in action?” Their verbal explanation usually captures exactly what should be written into the PIP.The Timing ProblemWe also see cases where a PIP is used only as an HR protocol to justify termination—at which point, it’s too late. By then, the employee has missed earlier opportunities for feedback, coaching, and guidance.Leaders should provide continuous feedback and support long before a formal PIP is introduced. This gives employees a fair chance to learn, adjust, and demonstrate they can meet the expectations of their role. The responsibility for improvement lies with both the employer (to provide clarity and resources) and the employee (to take ownership of growth and performance).Practical Tips for ManagersTest the clarity of the PIP. Share the draft with a trusted colleague and ask if the descriptions are clear and actionable.Keep it concise. Focus on the major performance gaps at the top of the document so employees are not overwhelmed.Pair with support. Ensure the employee has the resources—training, coaching, or mentoring—needed to succeed.Final ThoughtsA PIP should be a tool for growth, not just a procedural step. When written with clarity, guidance, and supportive resources, it can help employees improve and contribute meaningfully. When it lacks those elements, it risks damaging culture, lowering morale, and ultimately becoming a missed opportunity for both the employee and the organization. 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.