I was on the phone with a CEO the other week. He wanted my advice for how he could cultivate a more open, transparent company culture for his team.
This CEO seemed to be already doing a lot of the right things. He held monthly all-hands meetings to get everyone on the same page. He also regularly asked questions to his employees about what could be better in the company.
However, when I recommended one question that he ask his employees, he was a bit taken aback.
“You want me to ask my team: ‘Are there any benefits we don’t offer that you think we should?’ Hmm, I dunno, Claire,” he told me.
This CEO assured me that he welcomed and valued feedback from employees. But asking about company benefits? And asking about them so publicly? He started to feel nervous about it.
“I don’t want the feedback to be a distraction,” he shared. “There’s so much we already do around benefits — I think this could set the wrong expectations and derail people from getting their work done.”
“And, I don’t think we’re ready to act on that feedback. If we ask that question, it implies we need to implement something. But it might not be cost-effective. If we can’t do it, I don’t want to let people down.”
I get it. I’m a CEO myself. No CEO wants her employees to be distracted. No CEO wants to make false promises.
Here’s the reality, though: If you dig deeper, those two statements are actually excuses that are keeping you from building the open, transparent company culture you’re keen on.
We work with everyone to build a better product, but I’ve seen this happen at other companies I’ve worked at and with over the years.