📓 feedback structures & morale boosts

💡 feedback & morale

✍🏾 How do we help/support managers and employees when morale is low and leadership refuses to acknowledge why that is or consider possible solutions?

Context: We’re a “start-up” who went public and we were recently delisted from the NYSE. We have about 200 employees; everybody knows we are in financial trouble and we can’t go a week without 1-2 people quitting. Leadership (specifically the CEO, CFO, and Chief Legal Officer) refuses to address the attrition and low morale because “we’re a public company and we can’t talk about it”; and HR leadership’s response is “we can’t do anything until there’s a public announcement.”

The teams aren’t looking for guarantees and they’ve expressed that all they want/need is for Leadership to say, “We know it’s been difficult and we appreciate everybody who is sticking by us during this time. We can’t give specifics, but we are confident in the future.”

📣 Tammi Burnett, Director of People and Culture @ Rainforest Action Network:

I don’t want to be downer here, but if Leadership isn’t willing to do even this simple thing, and your HR leaders also aren’t willing, there’s not much else for you to do other than move on. This sounds like a pretty toxic environment, and while I appreciate your care for others, it’s unlikely to improve until Leadership decides to change things.

In the meantime, you have the hard position of walking a fine line – offering authenticity and acknowledging that things are really hard, but not really being able to say or offer much else. I really empathize and hope other HR peeps will have some good advice.

📣 Tyson Simmons, Director of Human Resources @ Hardware Sales Inc.:

This is a tough one. And honestly, it’s so frustrating when leadership refuses to acknowledge what’s happening, even when something as simple as saying, “We know this is hard, and we appreciate you sticking with us” would go miles. A little transparency and gratitude go a long way, especially in uncertain times.

Since leadership isn’t stepping up, HR and people managers are left in a tricky position. But that doesn’t mean all hope is lost.

Remember leaders can be informal! It sounds like the formal leaders (specifically the CEO, CFO, and Chief Legal Officer) are not leading right now. This is where you, and others, step up. Even if the C-suite is silent, others can still create a safe space for their teams. Acknowledge the elephant in the room, validate emotions, and make it clear that while you don’t have all the answers, you’re here and listening. Saying, “I know things are tough right now, and I appreciate you showing up” can be powerful.

When everything feels uncertain, when leadership is silent, when employees are anxious, this is the moment where real leaders step up. Not because they have fancy titles. Not because they have all the answers. But because they show up, consistently, when it matters most.

Right now, your organization is in a fog. People don’t know what’s ahead, and leadership’s silence is only making it worse. But here’s the thing: you don’t have to wait for permission to lead. This is the time to be the person people look to when they need clarity, reassurance, or just someone who’s willing to acknowledge reality. Moments of crisis define careers. When companies go through major shifts, people remember who stepped up, who made things just a little bit easier, and who kept the culture alive. If you’ve been looking for an opportunity to prove your leadership chops, this is it.

The ostrich management approach, burying heads in the sand and hoping for the best, won’t cut it. If leadership is stuck in deer-in-headlights mode, someone has to ring the alarm bells.

• Data speaks louder than vibes. Show them the resignation trends, exit interview themes, and internal survey results. Make it impossible to ignore.
• Frame the risk. Employees are already talking – internally and externally. Silence fuels fear, and fear fuels turnover.
• Give them a script. Maybe they don’t know what to say. Offer a low-risk communication strategy.

Find small wins and focus on what you can control!

Safe Space members can join this discussion here. Not a member yet? Apply to join here.

✍🏾 How do we build a personalized feedback structure tailored to meet employees where they are at? Ensuring they feel comfortable to continue sharing their input after engagement from leadership.

Context: Large, remote workforce with little face to face time to learn about feedback styles, or ability to gain insight into personal issues that may be impacting work. Budget constraints around many hot button items.

📣 Mikki Forbes, COO @ Forbes Consulting, LLC:

Building a personalized feedback structure for a large, remote workforce requires intentional design to meet employees where they are – both in terms of work needs and comfort levels. Without face-to-face interactions, it’s easy for feedback to feel transactional or disconnected. The goal is to create a system that makes employees feel heard, valued, and safe to continue sharing insights.

Normalize & Personalize Feedback Preferences

• Ask upfront: Include feedback preferences in onboarding—some employees prefer written feedback, others value live discussions. Let them choose.
• Survey periodically: Keep it light—just a pulse check to see what’s working. For example:
• “How do you prefer to receive feedback?”
• “What’s one thing leadership could improve about feedback?”
• Leverage managers as connectors: Encourage 1:1 conversations where managers ask, “How do you like to receive feedback?” and document insights.

Create a ‘Low-Risk’ Environment for Feedback

• Anonymity where needed: Use pulse surveys, feedback tools (like Officevibe, Lattice, or even Google Forms) to gather real insights without fear of retaliation.
• ‘Ask Me Anything’ sessions: Monthly open forums with leadership to encourage real conversations. Keep it optional and casual.
• Crowdsourced feedback topics: Let employees submit topics they want addressed in all-hands meetings, ensuring leadership responds to real concerns.

Make Feedback Two-Way & Actionable

• Close the loop: If employees give feedback, leadership must respond—publicly if possible.
• Example: “We heard that team meetings are too long and draining. Starting next month, we’ll shorten them by 15 minutes and focus on key takeaways.”
• Manager-led feedback coaching: Equip managers with basic coaching skills to guide feedback conversations constructively.
• Real-time recognition: Implement a Slack channel, email shoutouts, or peer-to-peer recognition that lets employees see immediate impact.

Meet People Where They Are (Literally)

• Asynchronous check-ins: Video/audio responses (Loom, Slack, or MS Teams) allow employees to process feedback on their terms.
• Optional office hours: Virtual drop-ins where employees can discuss concerns with leadership or HR without scheduling a formal meeting.
• Time zone & workload flexibility: Feedback shouldn’t feel like an added burden. Give multiple options (written, async video, voice memos) so it integrates into their workflow.

Keep Budget in Mind

• Leverage existing tools: Use MS Teams, Slack, or Google Forms instead of buying new platforms.
• Empower managers: A strong manager-employee relationship reduces the need for costly engagement initiatives.
• Rotate focus groups: Instead of large-scale feedback initiatives, rotate small employee groups for deep dives on specific topics.

Outcome: A Culture Where Feedback Feels Natural

When employees see leadership act on feedback, make it safe, and personalize the approach, they’ll be more likely to engage long-term. The key is to shift feedback from something employees “have to do” into something that feels like a natural part of how they work.

📣 Natasha Hindia, HR Business Partner, Sr. @ Contango Oil & Gas:

You have to get commitment from People Leaders. BUT FIRST, they need to see it in practice. It needs to start from the top down. 

It’s about picking up the phone and saying, “How are you today?” “What can I help with?” and emphasizing a mindset of Servant Leadership (Paycor just did a great seminar on this). Build trust (Character, Competency, Consistency and Compassion) and then follow through. Ask questions and follow through. 

Each person has their own style of building relationships but a formula for trust & connection + servant leadership.

Safe Space members can join this discussion here. Not a member yet? Apply to join here.