Unlocking employee potential: fostering growth through dialogue
Many of the organizations and leaders I work with today are prioritizing employee engagement and retention.
When employees feel recognized, heard, and appreciated, their performance improves. They become more engaged, more motivated, and more loyal. It starts with simple conversations.
Asking employees about their job duties, learning goals, frustrations, and career aspirations benefits both the individual and the organization.
Understanding employees strengthens relationships, builds trust, encourages open communication and creates culture.
Why leaders hesitate
Even well-intentioned leaders sometimes avoid having these conversations with employees. Here are some of the reasons why:
Fear of opening a “Can of Worms”: Some leaders have a don’t-go-looking-for-trouble mindset. This is similar to saying I don’t want a regular checkup at the doctor because I don’t want to know that I’ve got something wrong with me. But like avoiding a trip to the doctor, putting off these conversations for fear of finding something wrong will only make things worse.
Lack of time: Many leaders are so focused on short-term goals that they may consider these conversations with employees as nice-to-haves rather than essential. But if you want to keep your top employees producing at a high level and growing with your business, these conversations should be considered “must-haves.”
Discomfort with emotions: Rather than hearing that an employee is upset, frustrated or dissatisfied, many leaders tend to avoid the conversations altogether.
Assumptions about employee initiative: Just because you have an open-door policy, don’t expect your employees to walk in and tell you about frustrations, aspirations or work-related roadblocks. In reality, most employees hesitate to speak up without being prompted.
Managing expectations: Leaders worry that if they ask, employees will expect immediate change and may fear disappointing employees if they can’t provide promotions, raises, or new roles. Just the fact that you ask to have the conversation gives them some hope or a path, which is the encouragement they need.
Lack of training: Some leaders have not been trained in coaching, career development, or active listening, so they lack the confidence to have these conversations.
Fear of losing talent: Some managers avoid discussing career goals because they fear employees may want to leave. Instead of helping employees grow, they unintentionally hold them back. If you can’t address their professional goals or give them new opportunities, you will lose them one way or another, whether they leave the company or quietly quit.
Benefits of regular check-ins
Employees who feel heard and valued are more engaged, motivated, and loyal. People who see a future for themselves in the company are less likely to leave.
Addressing frustrations boosts morale and productivity. When employees can shape their roles, they take more ownership and perform better.
Encouraging skill development ensures employees stay challenged and engaged. Supporting career goals—inside or outside the company—builds trust and goodwill and will ultimately benefit both the individual and the organization.
When leaders take the time to understand employees as individuals, relationships are strengthened. Trust leads to open communication, making it easier to solve challenges together.
Making employee conversations a habit
Start by reframing these conversations as a leadership responsibility. Engaged, motivated employees drive better results, so it needs to be a priority.
Even if change isn’t immediate, acknowledging concerns builds trust, so you don’t need to be afraid if you can’t fix something on the spot. Be transparent about what’s possible while showing a commitment to improvement.
Helping employees grow—even if they eventually leave—builds a strong, high-performing team, so it’s a win-win.
Managers create a culture in which employees are motivated to do their best by making these conversations a natural part of leadership.
