LAS VEGAS – When companies struggle, whether because of a bad economy, poor decisions or other factors, top management’s reaction is often to become tight-lipped about the turbulent situation.
Employees are shut out from strategy discussions, and any ideas they might have for fixing the problem go unheard.
But in many if not most cases, such secretiveness is the wrong approach and can even make things worse, Joe Ferreira, the ForbesBooks author of “Uncomfortable Inclusion: How to Build a Culture of High Performance in Life and Work,” said.
“For organizations with tens of thousands of employees, it might make sense to limit who participates in strategy,” Ferreira, who is CEO and president of the Nevada Donor Network, said. “But for smaller organizations, where every