Have you ever been the last to know something in your company? You were caught off guard when a few employees didn’t agree with your company’s direction, or you had no idea that a senior employee had put in her two weeks notice. As a business owner, CEO or manager, you never want to be the last to know something in your company. In this talk, Claire will discuss how to avoid “being the last to know” as much as possible. You’ll learn a repeatable framework so you can get honest feedback from your employees. This way, you won’t be blind sided by unexpected problems, you can retain you best employees, and you can foster a healthy company culture to help your business win in the long-run.

1. Don’t be the last to know.
@cjlew23

2. Hi, I’m Claire Lew.
@cjlew23

5. Think back…

6. Someone left your company

7. Someone left your company
and you didn’t see it coming.

8. You could’ve done something
about it.

10. You’re the last to know

11. You’re the last to know
an employee is underperforming.

12. You’re the last to know
a project is running behind.

13. You’re the last to know
an employee disagrees with the
company direction.

14. You’re the last to know
an employee is thinking about
leaving.

16. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At

17. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Balsamiq

18. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Yesware

19. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At PrecisionLender

20. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Close.io

21. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At ServiceRocket

22. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Adzerk

23. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Adzerk

24. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At NowSight

25. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Loopio

26. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At Mailchimp

27. • You’re the last to know an employee is underperforming.
• You’re the last to know a project is running behind.
• You’re the last to know an employee disagrees with you.
• You’re the last to know an employee is thinking about leaving.
At PHC Software

28. All companies.

29. All the time.

30. 85% feel unable to discuss
concerns
(2009 Cornell National Social Survey)

31. 70% hesitate to speak up
at work
(2009 Cornell National Social Survey)

32. 42% admit to withholding
information
(2009 Cornell National Social Survey)

33. I’ve felt this pain, firsthand.

35. You don’t have to be the
last to know.

36. Don’t be the last to
know
TODAY

37. Why it matters
TODAY

38. Why it happens
TODAY

39. How to avoid being
the last to know
TODAY

41. Why does it matter?

42. $$$

43. Disengagement

44. Managers who give little to no feedback
to employees result in 4 out of 10
workers being actively disengaged.
(2009 Gallup study of over 1,000 US based employees)

45. For each disengaged employee, a company
loses $3,400 - $10,000 in salary due to
decreased productivity.
(2009 Gallup study of over 1,000 US based employees)

46. Turnover

47. of people would today consider
finding a new job.
74%
(2013 study by Harris Interactive)

48. The most actively engaged workers (54%)
give the highest agreement rating to this
statement: “I feel I can approach my
manager with any type of question.”
(2015 Gallup Employee Engagement Survey)

49. Experts estimate that replacing
an employee costs a business
150%
(2013 Inc Article)
of an employee’s salary

50. Accidents & Mistakes

51. (2010 survey of 2,600+ across industries)
Employees directly intervene in only about
2 of 5 unsafe actions and conditions that
they observe in the workplace.

53. Why does it happen?

54. Fear

55. Futility

56. 1.8X

58. What can we do about it?

59. How can we avoid being the
last to know?

60. Overcome fear & futility

61. Ask & Act

63. Ask

64. Why is asking important?

65. Answers only come when you
ask questions.

66. Overcome fear.

67. Your goal:
How do I ask for information in the
least threatening, least biased way
possible?

68. What makes it so hard to
ask good questions?

69. It’s easier to jump to an
answer, rather than ask a
good question.

70. We value tasks > relationships.

71. How can you get good at
asking for feedback?

72. Ask
1
2
3
4
5

73. Ask
1 Go first.1
2
3
4
5

74. Go first.1

75. Ask for advice, instead of
feedback.

76. “I could use your advice…”

77. Admit a vulnerability.

78. “I’m struggling with…”

79. Figure out how you’re
getting in the way.

80. “How is my behavior making
things worse for you?”

81. Ask
1 Go first.1
2
3
4
5

82. Ask
2 Shoot the elephants.2
1
3
4
5

83. Shoot the elephants.2

84. Make it clear you’re looking to
learn, not to judge.

85. “I’m asking this question
because I want to learn…”

86. Tell your employees you want
them to be honest.

87. Kindness and honesty are not
mutually exclusive.

88. “Don’t worry about being
nice. Be helpful.”

89. “Sugar-coated answers
don’t help anyone.”

90. “Please feel free to
argue with me.”

91. Ask
2 Shoot the elephants.2
1
3
4
5

92. Ask 3 Be specific.3
1
2
4
5

93. Be specific.3

94. Ask about one thing.

95. “What’s one thing…?”

96. Ask about a specific event,
milestone, or project.

97. “What’s something we should talk
about at our next all-company
meeting?”

98. Timebox your question.

99. “In the past two weeks…?”

100. Ask for concrete information.

101. “Can you give me an example?”

102. “How’s it going? Anything
we can improve on?”

103. “How’s it going? Anything
we can improve on?”
“Things are pretty good.
Nothing I can think of really.”

104. “How’s it going? Anything
we can improve on?”
“I’ve been wrestling with some big-
picture stuff about how the
company could get better, and
would love your help with it. What’s
one thing in the past week we
could’ve done better?”
“Things are pretty good.
Nothing I can think of really.”

105. “How’s it going? Anything
we can improve on?”
“I’ve been wrestling with some big-
picture stuff about how the
company could get better, and
would love your help with it. What’s
one thing in the past week we
could’ve done better?”
“Hmm, well the other day, I had to
sit down with our new hires to
remind them what our focus was.
So maybe we’re not as clear about
our vision as a company as we
should be. I’m just concerned that
they’re not spending the best use
of their time, and we’re more
inefficient than we should be.”
“Things are pretty good.
Nothing I can think of really.”

106. Ask 3 Be specific.3
1
2
4
5

107. Ask
4 Look to the future.4
1
2
3
5

108. Look to the future.4

109. Ask about what could be
better in the future.

110. People tend to be more
honest when you ask about
the future, versus the past.

111. “Going forward, what’s
one thing…?”

112. Ask
4 Look to the future.4
1
2
3
5

113. Ask
Do it often.5
1
2
3
4

114. Do it often.5

115. Practice Habit Culture

116. One-on-ones
Social opportunities
Company pulse surveys
All-company get togethers

117. Don’t just talk to managers –
go to the source.

118. Ask
1
2
3
4
5

119. Ask
1 Go first.

120. Ask
1 Go first.
Shoot the elephants.2

121. Ask
1 Go first.
Shoot the elephants.
Be specific.
2
3

122. Ask
1 Go first.
Shoot the elephants.
Be specific.
Look to the future.
2
3
4

123. Ask
1 Go first.
Shoot the elephants.
Be specific.
Look to the future.
Do it often.
2
3
4
5

124. Applying this to your
company…

125. The four questions you
should ask every
employee…

126. “If someone asked you to describe
the vision of the company, would a
clear answer immediately
come to mind?”
1

127. “Do you think the company
is the right size?
2

128. “Have you ever been afraid to suggest
an idea at work because you thought
someone might shoot it down?”
3

129. “Do you feel like you're spread
too thin right now?”
4

130. Applying this to your
company…

131. Company Checklist

132. During your next leadership team meeting: Ask for advice.

133. During your next leadership team meeting: Ask for advice.
Before your next employee engagement survey: Shoot the
elephants about why you’re doing it.

134. During your next leadership team meeting: Ask for advice.
Before your next employee engagement survey: Shoot the
elephants about why you’re doing it.
In your next all-company meeting: Ask a specific question vs.
“Got any feedback for the company?”

135. During your next leadership team meeting: Ask for advice.
During your next one-on-one: Ask a question that looks to the
future, not just to the past.
Before your next employee engagement survey: Shoot the
elephants about why you’re doing it.
In your next all-company meeting: Ask a specific question vs.
“Got any feedback for the company?”

136. During your next leadership team meeting: Ask for advice.
During your next one-on-one: Ask a question that looks to the
future, not just to the past.
Before your next employee engagement survey: Shoot the
elephants about why you’re doing it.
In your next all-company meeting: Ask a specific question vs.
“Got any feedback for the company?”
Ask yourself: “When’s the last time I talked to someone other
than a manager?” Increase those interactions.

137. Ask
1 Go first.
Shoot the elephants.
Be specific.
Look to the future.
Do it often.
2
3
4
5

139. Act

140. Act
1
2
3
4
5

141. Why is asking important?

142. Action is how you overcome futility.

143. Why ask, if you’re not going to act?

144. What makes it so hard to act
on feedback?

145. We’re busy.

146. We’re biased.

147. How can you get good at
acting on feedback?

148. Act
1
2
3
4
5

149. Act
11 Listen without judgement.
2
3
4
5

150. Listen without judgment.1

151. (Easier said than done.)

152. Acknowledge your biases +
assumptions.

153. Being right vs. Getting it right

154. Write down the feedback.

155. Ask yourself:
What does it feel like to
work for me?

156. Don’t get defensive.

157. Being defensive is the killer of an
open culture.

158. Assume good intentions from your
employee, and your defensiveness
goes away.

159. Act
11 Listen without judgement.
2
3
4
5

160. Act
2 Recognize the messenger.2
1
3
4
5

161. Recognize the messenger.2

162. Sometimes, that’s all the employee
is looking for.

163. Gratitude is an important
contributor to employee
engagement.

164. Set an example in your company
for how to handle dissenting
opinions.

165. “I really appreciate you sharing
that…”

166. “It means a lot to hear…”

167. Act
2 Recognize the messenger.2
1
3
4
5

168. Act 33
Explain why you’re *not*
doing something.
1
2
4
5

169. Explain why you’re not
doing something.
3

170. Most employees just want an
explanation.

171. Without an explanation, employees
fill in the blank with assumptions.

172. Be direct.

173. “Here’s why we’re not
doing this…”

174. Don’t make it personal.

175. “I think”
“I feel”
“me”
“the project”
“the company”
“us”
vs.

176. At the end of the conversation,
follow up and ask what people
think.

177. “What do you think?”

178. Act 33
Explain why you’re *not*
doing something.
1
2
4
5

179. Act
44
Emphasize what you
share in common.
1
2
3
5

180. Emphasize what you
share in common.
4

181. Point out what you agree on.

182. The point of feedback is to
learn – not to win.

183. You’re all playing on the
same team.

184. “I know we don’t agree on
everything, but here’s what I
do think we agree on…”

185. Act
44
Emphasize what you
share in common.
1
2
3
5

186. Act
Knock out a quick win.5
1
2
3
4

187. Knock out a quick win.5

188. Timeliness matters.

189. Take advantage of the
low-hanging fruit.

190. Delegate :-)

191. “Because of this, we’re
going to do this…”

192. Act
1
2
3
4
5

193. Act
1
2
3
4
5
1 Listen without judgement.

194. Act
1
2
3
4
5
1 Listen without judgement.
Recognize the messenger.2

195. Act
1
2
3
4
5
1 Listen without judgement.
Recognize the messenger.2
3 Explain why you’re *not* doing
something.

196. Act
1
2
3
4
5
1 Listen without judgement.
Recognize the messenger.2
3
4
Explain why you’re *not* doing
something.
Emphasize what you share in
common.

197. Act
1 Listen without judgement.
Recognize the messenger.
Explain why you’re *not* doing
something.
Emphasize what you share in
common.
Knock out a quick win.
2
3
4
5

198. Applying this to your
company…

199. Company Checklist

200. During your next one-on-one: Write down what they say. Shows
your listening — prevents you from being defensive

201. During your next one-on-one: Write down what they say. Shows
your listening — prevents you from being defensive
During your next all-hands meeting: Recognize the messenger.

202. During your next one-on-one: Write down what they say. Shows
your listening — prevents you from being defensive
During your next all-hands meeting: Recognize the messenger.
In your next company-wide email: Talk about the last thing you
just implemented because someone gave you this great idea.

203. During your next one-on-one: Write down what they say. Shows
your listening — prevents you from being defensive
In your next one on one or all hands meeting: Talk about one
thing you’ve been all talk no action on, and explain why you’re
not doing it. Explain what you have in common.
During your next all-hands meeting: Recognize the messenger.
In your next company-wide email: Talk about the last thing you
just implemented because someone gave you this great idea.

204. Act
1 Listen without judgement.
Recognize the messenger.
Explain why you’re *not* doing
something.
Emphasize what you share in
common.
Knock out a quick win.
2
3
4
5

206. How to overcome fear &
futility?

207. Ask & Act.

209. You may be thinking…

210. “I’ve got a lot of other stuff to do.”

211. If you don’t know your company
well, how do you expect to run
your company well?

212. “This is all great in theory, but
how do I remember to do all of
this ‘in the moment’?”

213. Start with one thing.

214. Culture doesn’t happen
overnight.

215. “Honestly, this makes me
a little nervous.”

216. What employees think and how
they feel – that all exists whether
or not you choose to know about it.

217. Don’t be so hard on yourself.

218. Prove your intentions
through your action.

220. How can I be more helpful
to you?

221. You don’t have to
be the last to
know.

222. Thank you, Bos!
@cjlew23

223. Questions? :-)