1. Why are they not listening to us?
As they head into the shadows, not quite knowing where the hallway will lead, the sudden
darkness startles their senses. The office workers reach an unlit, windowless conference room
and immediately locate the wall switch that illuminates it in the bright white light of charged
fluorescent tubes. A long wooden table surrounded by black standard office chairs sits in the
middle of the room. The office workers promptly grab their seats and patiently wait for the
arrival of their manager to begin the weekly team meeting.
This weekly meeting is the manager’s forum for getting statuses from employees, and delivering
corporate directions. For the next hour, employees methodically give an update on their current
work. Satisfied with the data and reports, the manager has the information required to report to
his or her superiors. The manager opens the meeting to any issues or concerns.
Bob, a veteran customer service representative, speaks first. “Everyday, our progress is slowed
down by the constant adding a cover sheet to our to our service reports. It wastes time and it is
killing our forests!” Several of the employees nod their heads in agreement. Cindy, an associate
representative adds, “Yeah, what he said! What benefit to the business do these sheets add when
the report already says everything needed?”
The manager sighs at the complaints, takes a few notes and responds, “I understand your
concerns, but the company has reasons for doing these things; else, it would not be there, right?
However, I’ll look into it.” Satisfied he or she has diverted the concern, the manager adjourns the
meeting and all go back to their jobs.
Days and weeks go by, and the issues noted by the employees continue with no change. The
employees grumble, “Why do we bother providing feedback if all it’s going to do is fall on deaf
ears!” Another responds, “Yeah. It’s like if it does not effect sales quotas, we are not going to be
taken seriously. Even though, it may be something to help us work better and more efficiently!”
So, why did their manager not take these employees seriously and follow-up on the suggestions?
Certainly, the manager not following-up on the suggestions is a big part of the problem, but what
could the employees have done to be considered more seriously on their suggestions?
A few weeks ago, an article posted on VZCorp News Center (Oct 14, 2011), Best Begins with
Me, gives insight to what employees can do to make changes happen. Valeri Culver, a finance
analyst, was sent to a call center during the August work stoppage. Valeri had an opportunity to
learn and look at a process different from what she was used to, and noted that some aspects of
the job seemed broken. Using her data gathering experience, Valeri did an in-depth analysis,
which included getting comments from others, continued working on it after returning to her
normal job, and submitted a 21-page report for improving the process in call centers. Comments
on this article from employees stated, “…[e]mployees who work that job normally probably
complained about the same exact stuff for years and were never listened to.” Another comment
stated, “…the employees are always giving feedback to their managers but if it doesn't affect
their sales quotas, they are NOT taken seriously.” Other comments stated it was Ms. Culver’s

2. title that got her report recognized, and not the hard work. When questioning the employees if
they had done the same type analysis and still did not receive the follow-up from management,
there was no response.
It is very clear that it was Ms. Culvers actions and due diligence that got her report attention
from peers and management. If any feedback or suggestion for change is to be considered
seriously, then management will need to see the hard-facts - comparisons, justifications, and
return on investments (ROI).
Below are some steps employees can do to help get their feedback and suggestions to be
seriously considered by their management.
1. Get a snapshot of the process:
Observe and question aspects of your job
Get together with others to talk about what is broken
Compile comments from others into a holistic view of the process
Review and research the ideas and comments,
Compare and benchmark against other groups or competitors.
2. Identify the problem or suggestion for improvement
Come up with a hypothesis from the factors for the idea being considered
Identify the return on investment for the change being considered
3. Do a critical analysis of the new process or idea, and challenge the ideas (management surely
will):
Determine the facts of a new situation or subject without prejudice
Consider other factors not directly involved
Provide real-life evidence for the principle, proposal or idea being considered.
How does the implementation of the process affect its viability?
What arguments can you make against the principle or idea?
You may find after doing the above steps for your analysis, you too, could have a long report to
submit to your managers. It will surely gain their attention because you have gone above and
beyond to make a difference. If anything, you will certainly gain more respect from your
managers and peers!
If you want something to happen, to change, then you have to sell the idea. If you don’t have the
facts to back up your pitch, then the sale will never happen!
Be innovative! Think outside of the box! Don’t let your creativity be stifled!