You are reading a newspaper. A flooding in the Philippines, a landslide in Mumbai – seeing the images makes you feel sorry for the people who live there. You turn the page. The latest climate change study shows massive global warming that might turn Europe into a steppe in a matter of 30 years. You think, “That’s many years into the future. Until then, we will have thought of something.” Continuous rainfall sets in the next weekend. A stream near your house that has never risen turns into a raging whitewater. Your cellar is flooded, photo albums, valuable pictures are destroyed. You are affected personally. You experience that the effects of climate change are closer than you wanted to believe. You think, “Maybe I should buy a low-emission vehicle next time.”

Many managers make similar experiences when reading market studies about trends, examine the latest PowerPoint presentation of a customer survey, a graphic illustration of a competitive comparison or the evaluation of the latest staff survey. They receive information that doesn’t result in action because it doesn’t evoke emotions.

What would happen if your marketing manager or customer told you honestly what they think about your service? What if your employees told you to your face what they like about you and what they hate you for? What if you personally experienced a problematic situation? You would take your emotions and turn them into action.


  1. Invite your most important former customers and get open feedback on why they no longer buy from you. Let your most important employees listen in.
  2. Ask a diverse group of employees the following question: why would you tell a friend to apply for a job in our organization or why not? Let your management listen to what your employees have to say – without punishing them.
  3. When it comes to internal improvements, have a group of employees make a video that highlights the situation (e.g. in production, logistics, etc.).