In a recent New York Times interview, the executive chairman and former CEO of Marriott International, J.W (Bill) Marriott, offered this advice to leaders: The four most important words in the English language are “What do you think?” Marriott speculated that some leaders don’t listen well because, “Their ego jumps in, as in, ‘Why should I ask you if I already know the answer?’” Most of the time, you don’t know the answer, Marriott added. So why not ask? Your employees will see that you care about their opinion and you might learn something you didn’t know before.
Several years ago I interviewed more than 50 inspiring leaders for one of my books, and discovered the seven secrets they all share [you can read each of the 7 secrets in this column]. Although each of the leaders I featured were good listeners, they all went one step further—they actively solicited input from their staff, listened, and acted upon what they were told. I believe this is what Marriott is alluding to when he encourages leaders to ask the question, “What do you think?”
Griffin Hospital in Derby, Connecticut, is one of the brands I featured in my book. In 1980s Griffin Hospital was caught in a perfect storm. Buildings were old, market share was declining (as were reimbursements), and good doctors were leaving. In 1985, CEO Patrick Charmel implemented a bold transformation. Today Griffin Hospital is consistently ranked as one of the best places to work in the country and has pioneered a patient-centric approach (the Planetree strategy) that is a model for hundreds of other hospitals around the country.
Charmel once told me the key to the transformation was open and honest communication where he would ask his staff, patients, and former patients what they would like in a hospital experience. For example Charmel began holding monthly retreats of up to 100 employees in each session. Participants were asked: If you were a patient admitted to Griffin, what would you want the hospital to be like?
Here’s the key—Charmel didn’t just ask for opinions and listen to the responses. He acted on what he heard, giving people just about everything they asked for.
Charmel told me he continues the tradition of asking people what they think by taking “a long day’s walk.” Charmel likes to say he doesn’t get to the office until 5:00 p.m.. In a sense, he’s right. He spends the majority of the day walking around, having conversations in the hallways, meeting people in their offices. They don’t go to him; he goes to them. This visibility gives Charmel’s staff confidence that their concerns, observations, and ideas will be heard.
Surveys show that employees want more than a paycheck. They want meaning. They want to feel as though they are participating in the growth of a company. Inclusive decision-making is the single best tool to tap into a gold mine of innovation that’s now kept hidden among your staff. In most cases, your employees will keep their opinions to themselves unless they’re asked. Start asking, “What do you think?” The responses might surprise you.