I legitimately don’t understand how companies get to this point, especially when the C-suite is full of founders (or maybe that’s worse?). I can understand how people want to make their bosses happy, and that can cascade into constant bullshitting, but at some point why doesn’t the CTO / CEO / etc. say “I’m going to go have conversations with the workers to get their perspective?”
The U.S. Nuclear Navy, for all of its many flaws, gets this right. Generally at least once a year, the head of Naval Reactors - a four-star Admiral - tours every vessel, which may include a brief underway period. During this tour, the Admiral will talk to the engine room watchstanders, with all senior leadership removed. They’ll ask how daily life is, what they find challenging or annoying, what they like, etc. There’s obviously a lot of self-filtering (though sometimes not - Navy Nukes are not known for their social graces) that occurs, and also what a junior watchstander finds annoying may just be a required part of the job, but some useful signal is gathered.
Even outside of the nuclear program, one standout example was Admiral Zumwalt, who as Chief of Naval Operations implemented 70 different changes over his tenure as a direct result of talking to sailors, all of which were designed to improve quality of life, efficiency, or communication.
The U.S. Nuclear Navy, for all of its many flaws, gets this right. Generally at least once a year, the head of Naval Reactors - a four-star Admiral - tours every vessel, which may include a brief underway period. During this tour, the Admiral will talk to the engine room watchstanders, with all senior leadership removed. They’ll ask how daily life is, what they find challenging or annoying, what they like, etc. There’s obviously a lot of self-filtering (though sometimes not - Navy Nukes are not known for their social graces) that occurs, and also what a junior watchstander finds annoying may just be a required part of the job, but some useful signal is gathered.
Even outside of the nuclear program, one standout example was Admiral Zumwalt, who as Chief of Naval Operations implemented 70 different changes over his tenure as a direct result of talking to sailors, all of which were designed to improve quality of life, efficiency, or communication.