Language Lessons

By Dr. Sam Adeyemi

By and large, most leaders value employee feedback. But what if something gets lost in translation? How do you tease out the truth behind what you hear? These are three of the most fundamental examples of what your employees say versus what they actually mean.

What people say: “I want a creative leader.” Creativity is everything in the 21st century. In fact, as early as 2016, the World Economic Forum was already citing creativity as one of the core foundations for thriving as a professional. Today, creativity is one of the most in-demand skills for companies in almost every industry.

Of course, if creativity is the centerpiece skill of today’s and tomorrow’s workforce, it should come as no surprise that the modern worker is demanding a more creative leader. Unfortunately, the generic edict to “be creative” doesn’t mean much to the average executive.

What people mean: “I want a leader who actively encourages creative solutions.” Creativity isn’t something you can pull out of a hat. Supporting creativity takes time, which is why 14% of workers say they are never given the opportunity to be creative. So when people say they want a “creative leader,” what they really mean is they need a leader that actively cultivates a more creative working culture.

That said, the benefits to a culture of creativity are undeniable. High-level support for creative thinking leads to more creative solutions throughout an entire organization.

What people say: “I have nothing to contribute.” Many of your most creative employees aren’t being heard. After all, not everyone fights for a seat at the table. Are you really surprised that only 2% of senior executives describe themselves as introverted?

For those who don’t seek out the spotlight, speaking up is often only a matter of confidence or seniority, and the refusal to do so is in no way indicative of what they can or can’t offer. Unfortunately, such silence is still silence.

What people mean: “I don’t feel comfortable contributing to this culture.” Of course, this silence is not without cause. Often, when an employee says they have nothing to contribute, what they are really saying is that they don’t feel comfortable joining the conversation. Over 85% of executives believe fear is what prevents innovation within their organization, and this silence is a direct example of that fear in action.

What people say: “I want things to be fair.” Today’s employees crave fairness. It’s one of the reasons pay transparency more than doubled in job postings within the United States from 2020 to 2023. At the same time, only 32% of employees feel supported by their own companies, and only 18% would describe their workplace as a “high-fairness” environment. Striving toward fairness is neither easy nor especially explicit. However, it is what employees say they want.

What people mean: “I want the right people rewarded at the right times.” Fairness by itself is abstract, but what it all boils down to is how and why you reward the members of your team. It turns out that fairness matters most when leaders are deciding who gets recognized for their efforts. How do I know? Because almost 84% of employees believe workplace recognition affects their motivation to succeed at work.

So when your team says they want fairness, what they really mean is that they want a fair and balanced system of rewards.

So, start listening. No, really listening. You’ll be surprised by what you hear.