{"id":8638,"date":"2026-07-20T09:00:09","date_gmt":"2026-07-20T09:00:09","guid":{"rendered":"https:\/\/www.aom.org\/today\/?p=8638"},"modified":"2026-07-16T20:06:46","modified_gmt":"2026-07-16T20:06:46","slug":"reward-employees-for-pointing-out-problems","status":"publish","type":"post","link":"https:\/\/www.aom.org\/today\/reward-employees-for-pointing-out-problems\/","title":{"rendered":"Reward Employees for Pointing Out Problems"},"content":{"rendered":"

By Marc Hogan<\/a><\/p>\n

Leaders may be accustomed to the idea that they should encourage employees to speak their minds. How they can best solicit feedback in practice, however, can be a more complicated matter, particularly when it comes to employees raising concerns.<\/p>\n

Academy of Management Scholar Sean Martin<\/a> of the University of Virginia said that business leaders and managers need to reward employees who speak up and point out problems.<\/p>\n

\u201cToo many people are out there terrified that if they speak up, they\u2019re going to get fired, or there\u2019s going to be retribution taken against them,\u201d he explained.<\/p>\n

When employees do point out legitimate problems, leaders must avoid labeling them as troublemakers, devil\u2019s advocates, gadflies, or squeaky wheels, Martin advised. Labeling their speaking out in this way is a cultural choice that will likely suppress others from wanting to undertake action such as expressing constructive criticism that is beneficial for the business for fear of ruffling management\u2019s feathers, he noted.<\/p>\n

When employees are challenging the status quo, Martin suggested that leaders could say: \u201cI really welcome that. I appreciate that you\u2019re the person who\u2019s bringing these challenges to the forefront. I can\u2019t promise we\u2019re going to handle all of them right now, but what I can promise is that we\u2019re going to collect these comments and consider the best course of action to address them.\u201d<\/p>\n

Leaders can say they\u2019ll gather more information on the challenges and determine which ones are most pressing to attack, he observed. Thanking the employees for their candor and taking action based on their input are important for multiple reasons, according to Martin.<\/p>\n

\u201cOne, it shows you\u2019re open to feedback,\u201d he said. \u201cBut two, people want to believe that they have some agency at their workplace.<\/p>\n

\u201cThis shows anyone, regardless of their level of seniority, can have a voice in shaping what we do.\u201d<\/p>\n

To get employees to speak their minds, leaders must make them feel safe, which means soliciting their input as often as possible, Martin said. Leaders must also make employees feel that their actions aren\u2019t futile, he continued, which means following up with people about their idea and, even if it can\u2019t be executed fully, explaining why that\u2019s the case. Above all, leaders must make employees feel like giving honest feedback is worthwhile, according to Martin.<\/p>\n

\u201cThat\u2019s a harder one to make immediate change on,\u201d Martin said. \u201cBut you can do that by being a good leader and by building good relationships and establishing trust.<\/p>\n

\u201cThat requires lots of saying thank you, lots of welcoming in different conversations, lots of welcoming in people who are willing to challenge you\u2014and making sure those people are rewarded for doing it,\u201d he said.<\/p>\n","protected":false},"excerpt":{"rendered":"

By Marc Hogan Leaders may be accustomed to the idea that they should encourage employees to speak their minds. How they can best solicit feedback in practice, however, can be a more complicated matter, particularly when it comes to employees raising concerns. 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He has written about a range of subjects for <em>The Financial Times<\/em>, <em>With Intelligence<\/em>, <em>Kellogg Insight<\/em>, <em>The New York Times<\/em>, <em>NPR<\/em>, <em>The Atlantic<\/em>, <em>Rolling Stone<\/em>, <em>Meatingplace<\/em>, and <em>Medscape<\/em>. He spent eight years as senior staff writer at the music publication\u00a0<em>Pitchfork<\/em>. Prior to that, he held positions with various FT publications, as well as <em>Bloomberg Businessweek<\/em>. He has also written for <em>New York<\/em> magazine, <em>SPIN<\/em>, <em>The Village Voice<\/em>, <em>Time Out New York<\/em>, and <em>The Chicago Tribune<\/em>. He earned his bachelor's and master's degrees in journalism from Northwestern University."}],"rttpg_featured_image_url":{"full":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667.jpg",1000,667,false],"landscape":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667.jpg",1000,667,false],"portraits":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667.jpg",1000,667,false],"thumbnail":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667-150x150.jpg",150,150,true],"medium":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667-300x200.jpg",300,200,true],"large":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667.jpg",800,534,false],"1536x1536":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667.jpg",1000,667,false],"2048x2048":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667.jpg",1000,667,false],"owl_elementor_thumbnail":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667-600x400.jpg",600,400,true],"owl_elementor_team":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667-350x450.jpg",350,450,true],"owl_elementor_testimonial":["https:\/\/www.aom.org\/today\/wp-content\/uploads\/2026\/04\/Large_firm_GM_busy_constructively_criticizing_upper_management_cropped_1000x667-100x100.jpg",100,100,true]},"rttpg_author":{"display_name":"Marc Hogan","author_link":"https:\/\/www.aom.org\/today\/author\/marc-hogan\/"},"rttpg_comment":0,"rttpg_category":"<a href=\"https:\/\/www.aom.org\/today\/category\/c-suite\/\" rel=\"category tag\">C-SUITE<\/a> <a href=\"https:\/\/www.aom.org\/today\/category\/communicating\/\" rel=\"category tag\">COMMUNICATING<\/a> <a href=\"https:\/\/www.aom.org\/today\/category\/emotions\/\" rel=\"category tag\">EMOTIONS<\/a> <a href=\"https:\/\/www.aom.org\/today\/category\/leadership\/\" rel=\"category tag\">LEADERSHIP<\/a>","rttpg_excerpt":"By Marc Hogan Leaders may be accustomed to the idea that they should encourage employees to speak their minds. How they can best solicit feedback in practice, however, can be a more complicated matter, particularly when it comes to employees raising concerns. 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