Too many so -called leaders hear what their team
says, and they do nothing, absolutely nothing
about it. That's not leadership. That's cowardice.
The best leaders not only hear feedback, they
act on it. They make bold changes, and they build
stronger, tighter teams because of it. And trust
me, when you start listening and adjusting, Your
team will have your back like never before. So
if you're ready to embrace feedback, create real
cohesion with your team, you are in the right
place. Because this episode is all about turning
that feedback into fuel for real change and unstoppable
teamwork. Welcome to Ignoring the Rules. The
podcast where I ditch tired management tactics
and get real about what it takes to lead. I'm
Wayne Robertson, and today I want to cut straight
to the point. If you're not willing to listen
to your team's feedback and actually make changes,
you're not leading. You're just wasting everybody's
time. I'm diving into what separates weak managers
from real leaders. The guts to not just hear
feedback. but actually do something about it.
Here's the truth. If you're one of those managers
who listens to your team and then does nothing,
you're failing, period. The best leaders, they
take that feedback, rip up the status quo, make
the changes that actually mean something. And
guess what? When you do that, your team gets
tighter, more loyal, and way more effective.
So if you're done being a manager who just nods
along and does nothing, and you're ready to start
making moves that actually matter, well, stick
around. I'm talking about how to use feedback
like a weapon to create an unstoppable team.
No more excuses. Let's get to work. Great leaders
know that the best ideas don't always come from
the top. Ignoring feedback or dismissing the
insights your team can lead to missed opportunities,
also low morale, and ultimately a weakened company.
But when leaders are open to listening, they
unlock a wealth of creativity, innovation, and
loyalty that can propel their business forward.
Feedback isn't just a nice -to -have. It is essential
for thriving in today's fast -paced world. I
want to explore some examples of how embracing
your team's ideas can lead to breakthrough success
and why ignoring them can be a recipe for disaster.
So if you're ready to rethink how you lead, let's
dive into this in the power of listening and
the dangers of turning a deaf ear. to your team.
Listening to feedback isn't just about hearing
words. It's about understanding the needs and
the concerns of your team. And when leaders actively
listen, they build trust, they build respect,
and they make employees feel valued and heard.
And let's get some practical tips on how to create
an environment where feedback is welcomed and
acted on. I've heard some people tell this. Why
did the business leader bring earplugs to the
office? So they could block out common sense.
And how do you tell if a business leader doesn't
listen to feedback? Well, their inbox is full
and the team's morale is empty. Not so sure about
that, but hey, that's the stuff I've heard going
around. Now, this following story is fictional
because I need to keep the actual experiences
confidential. But this story illustrates some
key issues that arise in getting projects done.
And I want to talk about John Anderson, the CEO
of Innovate Tech. That's a tech startup that
was on the brink of greatness, but also on the
brink of collapse. John had a wonderful vision,
but his journey to success was rocky because
he was missing a critical element, the voices.
of his team. Now, John had all of the qualities
that you would expect from a tech startup CEO.
He had passion, he had drive, and a knack for
innovation. Fantastic leader. Their products
were unlike anything else in the market, blending
the latest technology with sleek, user -friendly
design. and investors were very interested, the
media was curious, and the customers were ready
to buy. But despite all this promise, Innovate
Tech was struggling to turn a profit. And the
reason wasn't just about the products. It was
about John's leadership style. He was known for
his forward -thinking ideas, but also for his
reluctance to listen to anyone outside of his
inner circle. He believed that as CEO, he had
the final say on everything. Feedback sessions
became formalities, where employee suggestions
were often dismissed as unnecessary. To John,
he was driving the ship, and he knew the destination.
But the reality? His team members felt unheard,
morale was plummeting, and the productivity took
a major hit. The products that could have transformed
the market weren't getting released on time.
And the company's financials were sinking. The
once exciting atmosphere at Innovate Tech had
turned tense. Talented employees. Talented employees
started leaving for companies where they felt
valued and where their voices could make an impact.
So, one day, during an all -hands meeting something
happened that nobody could have predicted as
john was going over the quarterly results skimming
over the mounting losses a brave employee named
sarah decided it was time to speak up she had
seen the potential of innovate tech and knew
the talent her colleagues brought to the table
But she also saw the frustration that came from
a lack of open communication and a CEO who, in
her view, was out of touch even with his own
team. Now, to be honest, Sarah's heart was racing
as she raised her hand and stood up. She was
terrified. But she knew she had to say something.
And in a respectful but firm tone, that's always
important, she pointed out, that Innovate Tech's
struggles weren't just due to market challenges.
The lack of open communication and their reluctance
to accept feedback were dragging the company
down. Now, to be honest, as she spoke, John was
visibly taken aback. No one had ever challenged
him so directly, and especially in front of the
whole company. But what surprised him even more
was what happened next. One by one, other employees
voiced their agreement, adding their experiences
and echoing Sarah's concerns. After that meeting,
John took a step back. And he thought about everything
his team had said. He realized that his top -down
approach wasn't working. If Innovate Tech was
going to succeed, it couldn't be... a one -man
show. His team needed to feel they were heard,
they were valued, and empowered to make decisions.
John decided to make some big changes. He started
by organizing real feedback sessions, no longer
just formalities, but open forums where his team
could speak freely. And he made it clear that
he was there to listen, not to talk, just listen,
and not to direct. He invited his employees to
share ideas and questions, and he welcomed them
to challenge his plans if they saw a better way
forward. So, to reinforce this new culture of
openness, John set up innovation councils, where
teams from different departments could come together
to brainstorm and problem -solve. and with the
freedom to implement their ideas. Now, these
councils weren't led by John. Instead, he let
his team take the reins, and they were tasked
with improving products, finding cost efficiencies,
and enhancing the customer experience, all from
the ground up. It was a radical shift for Innovate
Tech. And to be honest, at first, it wasn't easy.
The employees were skeptical. After all, they'd
seen John dismiss their input before. But over
time, as John continued to listen and implement
their suggestions, the culture began to shift.
Employees started feeling a renewed sense of
purpose. They felt that Innovate Tech wasn't
just John's company. It was their company, too.
Really important. And the results? They were
transformative. Employee morale soared. As team
members felt genuinely valued and connected to
their company's vision, productivity spiked,
eventually, not right away, with projects moving
faster because of fewer bottlenecks. Team members
had the autonomy to solve problems and make decisions
without waiting for a top -down approval. the
atmosphere InnovateTech transformed into one
of collaboration, excitement, and shared purpose.
But most importantly, the products that had been
delayed were finally hitting the market, on time
and with fewer issues. Customers loved them.
Investors noticed, and soon InnovateTech's financials
were turning around. And they were no longer
struggling. They started to thrive. But the true
testament to Innovate Tech's transformation was
the people. Talented employees who had been on
the verge of leaving decided to stay, and others
who had left started asking to come back. John
had done something that many leaders find difficult.
He let go of his ego and embraced the value of
the team. It was very painful. But it worked.
Now, John's story shows us a powerful lesson.
Leadership is not about having all the answers.
You can't. It's not possible. Sometimes it's
about listening to the people who are in the
trenches every day. And John went from being
a CEO who thought he knew best to a leader who
understood the power of collaboration. And by
making that shift, he ended up saving his company.
If you're in a leadership role, ask yourself,
are you truly listening to your team? Are you
creating a space where people feel safe to share
their insights and ideas? Because if you are,
you'll not only build a more successful organization,
you'll build one where people want to stay. They'll
want to contribute and they want to grow. Now,
I want to dig a little deeper into the story
of John Anderson because I gave you the highlights
there of what happened. Now, where we left off,
John was beginning to see the power of listening
and collaboration after his team bravely voiced
their concerns about his style. Now, I want to
explore how he went beyond just hearing them.
to truly honoring them, empowering his team,
and transforming Innovate Tech from the inside
out. So after that pivotal all -hands meeting,
John knew he couldn't just make the surface -level
changes. He needed a real cultural shift. He
needed his team members to feel valued. He needed
his team members to feel appreciated. He needed
his team members to feel empowered, not... just
as employees, but as true partners in the mission.
So John began implementing three major changes.
He called them his team -first initiatives, focusing
on recognition, ownership, and growth. Now, these
weren't just corporate buzzwords. John committed
to making these initiatives a core value of the
culture. So let's start with recognition. John
realized that for too long he'd taken his team's
work for granted. They'd put in countless hours,
sacrificed weekends, and they had solved some
incredibly complex challenges, all without acknowledgement.
He'd been so focused on getting products to market
that he hadn't stopped to thank the people who
made it all possible, and so he knew that had
to change. He introduced a new program called
Spotlight Stories, where every week he could
highlight the accomplishments of a team member
in an all -company email. But he didn't just
list achievements. He shared personal stories.
He wanted everyone to understand the unique talents
and hard work behind each success. He'd write
about how a developer named Alex had solved critical
coding issue at midnight, or how a designer named
Pyra had revamped the feature based on customer
feedback. These stories celebrated the human
side of Innovate Tech, reminding everyone of
the individual contributions driving the company
forward. But he didn't stop at email shoutouts.
He organized monthly graduate gatherings, casual
events where team members would share their successes,
celebrate wins, and recognize each other's efforts.
And soon, team members started looking forward
to these get -togethers. They weren't just another
corporate event. They were a chance for employees
to feel appreciated and celebrated. So secondly,
he turned to the issue of ownership. Now, John
understood that to create real change, his team
needed more than just recognition. They needed
to feel like they had a real stake in the company's
success, and he wanted Innovate Tech to be a
place where every team member felt they could
take initiative and contribute their ideas without
fearing rejection. So, to foster this, he established
a policy called Project Champions. And in this
program, every project or major task would have
a designated champion, an absolute person, a
team member who would lead it regardless of their
seniority. These champions had the authority
to make decisions, organize resources, and to
lead the project to completion. They weren't
micromanaged by John or other executives. They
were trusted. to get things done in their own
way. By giving team members ownership of their
projects, John saw a remarkable change in their
attitudes. People felt empowered to innovate,
problem solve, and take calculated risks. They
weren't just following orders anymore. They were
leading their projects. Team members took pride
in their work, and that pride translated into
higher quality and faster delivery times, eventually.
This shift in ownership also freed John's time,
allowing him to focus on the big picture vision
while his team drove projects forward with newfound
enthusiasm. And then he turned to the third initiative,
which was growth. Now, John recognized... that
to keep his team engaged, he needed to support
their personal and professional development.
He began meeting with each employee to discuss
their career goals and asking questions like,
what skills do you want to develop? And what
role do you see yourself in a few years from
now? Because he wanted Innovate Tech to be a
place where his team could grow and achieve their
aspirations. And based on these conversations,
John introduced tailored development plans for
each employee. For instance, he offered additional
training sessions, brought in industry mentors,
encouraged employees to pursue certifications
related to their roles. But he didn't stop at
skills training. This is really important because
he believed that personal growth was just as
important. So he introduced wellness programs,
including mindfulness workshops and flexible
working hours, to support work -life balance.
He also knew that promotions mattered, and so
he established a transparent promotion path where
every employee understood how to grow within
the company. And the results were incredible.
Team members were more motivated than ever before
because they saw that InnovateTech cared about
their future, not just about the company's bottom
line. So over time, John's recognition, ownership,
and growth initiatives transformed Innovate Tech's
culture. The company went from a top -down structure
to a collaborative, team -centered environment
where every person felt they had a voice and
a role in the company's success. and the financial
results eventually followed. Productivity surged.
Projects that had once been stuck in endless
revisions were now hitting the market on a revised
schedule. Products became more refined thanks
to the creative input from team members who now
felt confident suggesting improvements. Customers
noticed the quality. Sales began to climb, and
investors were impressed. And Innovate Tech finally...
turned a profit. But perhaps the most significant
change was in employee retention. Talented employees
who were once on the verge of leaving decided
to stay. And as word spread, Innovate Tech became
a sought -after employer in the industry, drawing
top talent from competitors. John's journey is
a powerful example of what can happen when a
leader stops thinking of themselves. as the sole
driver of success. By recognizing, empowering,
and supporting his team, John didn't just save
his company. He made it a place where people
could thrive. Innovate Tech wasn't just his vision
anymore. It was a shared vision, built by the
collective strength of every team member. And
so John's story reminds us that great leadership
isn't about having all the answers. Sometimes
the most profound impact comes from empowering
those around you, giving them the tools, the
trust, and respect they need to excel. Recognition,
ownership, and growth are more than just buzzwords.
They're keys to unlocking the company's true
potential. So if you're a leader listening today,
ask yourself, Are you honoring your team's contributions?
Are you giving them ownership and the chance
to grow? Because when you do, you'll find that
success isn't just about hitting targets. It's
about building a company where people feel proud
to work, a company where talent thrives, and
a company where innovation flows. I want to jump
in on why feedback is so important. Feedback
provides leaders with valuable insights into
their performance, their team's performance,
and the overall health of the organization. It
serves as a mirror reflecting the reality of
the workplace and highlighting areas that need
improvement. And when leaders actively seek and
listen to feedback, they demonstrate humility
and a willingness to grow. This behavior sets
a positive example for the entire team, creating
a culture of continuous improvement and open
communication. Here are some benefits for embracing
feedback. First of all, enhanced decision -making.
Listening to diverse perspectives can lead to
a better decision -making process. It ensures
that leaders consider all angles. and make informed
choices that benefit the organization and i found
that to be so true also you want to increase
the employee engagement when employees feel heard
they're more likely to be engaged they're more
likely to be committed to their work this leads
to higher productivity and job satisfaction also
innovation and creativity feedback often brings
fresh ideas and innovative solutions to the table.
Leaders who listen to their teams can tap into
this creativity and drive the organization forward.
And open communication fosters trust and respect
between the leaders and their teams, not fear,
like so many times. It builds stronger relationships
and more cohesive work environments. So we've
looked at the positive. What's the negative side
when leaders ignore the feedback? Okay, here's
how it can go bad. The decreased morale happens
when employees feel that their opinions don't
matter. They're insulted, and their morale will
plummet. They may become disengaged, leading
to decreased productivity and higher turnover
rates. Also, without feedback, leaders will become
stagnant. They may continue to make the same
mistakes and missing opportunities for growth
and improvement. Also, ignoring feedback can
result in poor decision -making. Leaders may
miss out on critical information that could have
influenced their choices leading to negative
outcomes for the organization. When leaders don't
listen, They erode trust within the team. Employees
become more reluctant to share their thoughts,
fearing their input will be dismissed or ignored
or made fun of. And a lack of feedback can lead
to misunderstandings and conflicts within the
team. Issues that could have been addressed early
on may escalate, causing disruptions and affecting
overall performance. How do we foster a feedback
culture? Okay, there's a few things that can
be done, and I have proven these to work in more
than one situation. First of all, encourage open
dialogue by creating safe spaces where employees
feel comfortable sharing their thoughts without
any fear or retribution. And the way you do that
is no one is allowed to criticize every suggestion
right away. It's all valid. Later, we may go
through them and figure out which ones make sense
and not. Also, as leaders, don't wait for feedback
to come to you. Actively seek it out through
regular check -ins, surveys, and feedback sessions.
And the way that is most effective, I've found,
is one -on -one. Because a lot of people don't
want to talk in public, especially if they have
a different idea than they think everyone else
does. Also, truly listen to the feedback you
receive and take action where appropriate. Show
your team that their input does matter by implementing
their suggestions and acknowledging their contributions.
Also, train your team on how to give and receive
feedback constructively themselves. This will
help create a more positive and productive feedback
culture. And this is really important. As a leader,
model the behavior you want to see. Be open to
feedback yourself and demonstrate a very great
willingness to learn and to grow. In conclusion,
good leaders understand the power of feedback.
They're willing to listen and to take suggestions.
Embracing feedback can lead to better decision
making. increased employee engagement and a more
innovative and successful organization on the
other hand ignoring feedback can result in decreased
morale poor decision making a loss of trust so
by fostering a culture of open communication
and continuous improvement leaders can create
a positive and productive work environment where
everybody thrives Okay, that's a wrap on today's
episode of Ignoring the Rules. If this episode
lit a fire under you and you're ready to start
leading without the same tired excuses, don't
keep it to yourself. Share it with your friends,
your team, your boss, anyone who's fed up with
the old way of doing things and is ready to make
real moves. Pass it along. Stir things up and
let's build a community of leaders who aren't
afraid to break the rules and actually get things
done. And if you have something to say, hit me
up. Feedback is welcome. It's fuel. Please go
to WayneRobertson .com for the latest and new
episodes and additional information about this
new world of getting projects done. You can subscribe
to my mailing list, find free documents I have
created, news and information about upcoming
podcasts. And I also welcome comments about the
podcast episodes and subjects. you'd like to
see in future episodes. I don't have all the
answers. And so I'm always happy to see your
comments and information. Because we are all
in this together. And the more we share information,
the better off we will be. So let us all know
what you found that works in your projects. Thanks
so much for tuning in to Ignoring the Rules.
I'm Wayne Robertson. Hey, have a good one. We'll
see you next time.