All employees want to feel comfortable and happy in their work: that’s a given. Part of this is the feeling of being heard and having a voice: if you have a new idea, you want to be able to share this with your manager; if you have concerns, you want to feel comfortable in bringing them up without fearing negative consequences. If you have feedback to share, you want to feel that you can contribute in a safe environment.

In our organisations, that feeling is all too rare. In fact, we’ve probably all experienced a manager who hasn’t been able to cultivate the right space for people to contribute, share and feedback safely.

But surely every manager sets out to create an environment in which their employees feel valued and heard? They don’t often choose to do the opposite.

After all, when employees feel like their company is a safe space, they are much more likely to be motivated, committed and productive. For the organisation, encouraging employees to speak up generates innovative solutions, enhances decision-making processes, and improves operational efficiency.

Ultimately, a culture that values employee input drives continuous improvement and positions the organisation for long-term success. So how can organisations cultivate this environment for staff and managers?

Finding alignment in goals and values

According to my research, which I conducted in collaboration with Michele Williams from the University of Iowa and Christina Wang and Jian Liang from Tongji University in Shanghai, the best way to ensure that employees speak up is by aligning your goals with them, so you’re both pushing for the exact same achievements.

To discover this, we conducted two separate studies involving more than 800 employee-supervisor pairs in Chinese firms. Participants were asked about their personal goals and the likelihood of voicing their ideas, concerns, and feedback to their supervisors. Their answers were then matched against those of their managers.

The results revealed that employees with goals and working standards similar to their supervisors were significantly more likely to speak up. This clearly reveals that if there is a very specific goal that the team collectively wants to achieve, then employees are much more likely to voice their actual opinion to their bosses, in order to push towards accomplishing that goal.

However, although we may take the view that managers and employees sharing the same goals is always a positive thing, as both are striving to do the very best for the organisation, this is not always the case. Interestingly, employees do not need to have ambitious motivation and goals to be able to share their feedback.

As long as the supervisor shared the same level of motivation, even if it was low (for example, maintaining daily work), employees felt encouraged to voice their opinions.

However, where there was a mismatch in motivation levels between employees and supervisors, the likelihood of employees speaking up decreased, that is, if an employee is unmotivated but the supervisor is ambitious, or vice versa.

How can we ‘match’ motivations?

To achieve goal alignment, organisations need to ensure that employees are aware of their supervisors’ goals and working standards. One approach is to pair supervisors with employees who share similar goals, ensuring a collective voice within the team. This can be achieved through careful selection and matching processes during hiring and team formation.

Another strategy involves supervisors actively sharing their vision and goals with their team from the outset. This transparency helps employees understand the direction and expectations, fostering alignment and cooperation. Regular communication and feedback sessions can reinforce this alignment, allowing for adjustments and realignment as necessary.

Organisations can also implement team-building programmes, introduce motivational speakers and arrange other activities aimed at aligning the team’s goals. These initiatives help create a shared sense of purpose and strengthen the bond between employees and their supervisors. When employees feel that their goals are aligned with those of their supervisors, they are more likely to contribute positively to the organisation.

The role of the board

Leaders play a crucial role in promoting goal alignment within the organisation. By stressing the importance of aligning managerial and employee goals, top management can encourage a culture that values open communication and continuous improvement. This emphasis on alignment can lead to a more engaged and motivated workforce, driving the organisation toward its objectives.

Ensuring that managers are equipped with the skills and tools to communicate effectively and align their goals with those of their team members is essential. Training programmes focused on leadership, communication, and goal-setting can help managers develop these skills, creating a more harmonious and productive workplace.

This open communication is vital for organisational success, leading to innovative solutions, enhanced job satisfaction, and overall effectiveness.

Janey Zheng is an Associate Professor in Leadership and Organisational Behaviour at Durham University Business School.