As a CEO, you hold immense power over the culture and direction of your organization. Your actions, words, and decisions shape the way your team operates, thinks, and behaves. But there’s one question I would like you to consider: Would you be willing to demonstrate something that could make a significant difference in your company?
One of the biggest reasons feedback doesn’t happen, especially at senior levels, is the deep-seated lack of trust between employees and leaders. For many employees, the fear of retaliation, the potential damage to their careers, or simply the belief that nothing will change keeps them silent. This means that leaders, especially CEOs, often go without hearing crucial feedback—feedback that could uncover blind spots, improve decision-making, and ultimately drive the organization forward.
But what if you, as a CEO, were the one to take the first step? What if you broke that silence and actively invited the conversation?
Blind spots are natural. We all have them. And as a CEO, it’s not about avoiding them entirely but about demonstrating the courage to acknowledge them. When employees see their leader openly discussing their own perceived blind spots, it sends a powerful message: “It’s okay to be vulnerable, it’s okay to be human.” This creates an environment where employees feel safe to share their own feedback, knowing it will be met with consideration rather than punishment or dismissal.
Would you consider being that leader? Would you consider showing your team that no one, not even the CEO, is above growth?
In many organizations, employees tend to follow the example set by their highest leaders. Trust within the organization is a reflection of the trust that exists at the top. If a CEO is open, reflective, and willing to engage with feedback—even when it’s uncomfortable—the ripple effect can be felt across the entire company.
But it starts with you.
By sharing your own blind spots, you demonstrate vulnerability and create a safe space for employees to do the same. But it doesn’t stop there. What if you took it one step further and asked your team directly to help you identify those blind spots? Imagine the impact that would have on trust and transparency within your organization. You’re not just asking your team to trust you; you’re actively seeking their insights, showing them what true openness looks like in action.
Conversely, when feedback is ignored or rejected, the impact can be just as profound—only in a negative direction. Employees will stop speaking up, disengagement will rise, and the culture of openness you aim to build will begin to deteriorate. Dismissing feedback, especially without consideration, erodes trust faster than almost anything else.
Even if the feedback isn’t valid, the process of listening and engaging with it thoughtfully shows your team that their voices matter. Whether the blind spot is real or perceived, discussing it leads to better clarity and stronger relationships.
So, would you consider?
Would you consider opening a dialogue about your own blind spots and then go a step further by asking your team to identify them for you? By making the first move and actively inviting feedback, you’ll uncover valuable insights about yourself and your business while empowering your employees to do the same. The result is a culture of trust, growth, and transparency—one that can propel your organization forward in ways you may not have anticipated.
At Co-hesion, we believe that the first step toward this change is often the hardest. But once taken, it can be the most rewarding. By showing that you’re not only open to feedback but actively seeking it, you’re giving your entire organization permission to grow and learn together.
