What a Standing Ovation Taught Me About Culture
Years ago, I was ranked second in my division for company revenue. So when I spoke, people listened. At our national conference in New York City—held between Christmas and New Year’s, with hundreds of top employees gathered from across the country—the company leadership opened the floor for questions after presenting their compensation and growth plans.
It was an open mic.
Nervously, I stood up. My hands were sweaty and shaking. I voiced what had been bothering me for months: how rudely our collections officers treated customers who were late on their bills. I argued that it hurt our brand and relationships.
The room erupted in applause. I felt like a star.
Even more satisfying, the company responded. In the months that followed, leadership implemented new policies requiring close communication with those of us closest to the customers—ensuring we reached out before the collections team did. It was a real change. A real win.
But was it?
Years later, as a CEO, I look back at that moment differently.
Why did it take an open mic in front of hundreds of people for a legitimate concern to be heard?
Why didn’t I raise the issue directly with my supervisor or through a healthy internal feedback channel?
Why wasn’t I coached to do so?
It was a cultural failure—not mine alone, but the company’s. And now, when an employee at my organization feels compelled to raise a concern in a public forum rather than through appropriate internal channels, I don’t just listen to the grievance—I examine the culture that made the open mic the only safe place to speak.
Building a Culture of Open Communication
A healthy organization doesn’t require a microphone for truth to be spoken. It creates many safe, structured, and trusted avenues for feedback. Here are a few best practices to cultivate a culture where communication thrives:
1. Normalize Upward Feedback
Invite it. Schedule it. Reward it. When employees see that leaders consistently listen without punishment or defensiveness, trust is built over time.
2. Train Line Managers to Receive Concerns Well
Frontline leaders set the tone. Train your managers not just in supervision, but in how to welcome critique, de-escalate complaints, and coach employees to take responsibility for improvement—not just vent.
3. Clarify the Escalation Path
Everyone should know what to do when their concern isn’t heard. It shouldn’t be guesswork. A clear, tiered process helps people raise issues constructively without skipping steps or going public too soon.
4. Model It From the Top
Leaders must demonstrate the very openness they expect. That includes receiving feedback with humility, acknowledging faults openly, and thanking team members who speak up—especially when it’s hard.
5. Create Routine Feedback Loops
Don’t wait for a crisis. Use pulse surveys, skip-level meetings, and one-on-one check-ins to keep lines of communication open before problems grow legs.
Conclusion
There’s a time for bold public speech. But if your organization relies on open mics to hear the truth, something is broken. Leadership means creating a culture where courage is honored—but also where it’s not constantly required just to be heard.
Joseph Bartosch, EdD
Certified Professional Business Coach