Employee Engagement Strategies

𝐒𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬. 𝐎𝐧𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. 𝐔𝐧𝐢𝐟𝐢𝐞𝐝 𝐧𝐨𝐭 𝐛𝐲 𝐚𝐠𝐞—𝐛𝐮𝐭 𝐛𝐲 𝐩𝐮𝐫𝐩𝐨𝐬𝐞. I believed leadership meant setting direction and ensuring alignment. But over time—I’ve come to see that real leadership isn’t just about strategy. It’s about 𝘤𝘰𝘯𝘯𝘦𝘤𝘵𝘪𝘰𝘯. That truth has never been more relevant than it is today. For the first time in modern history, 𝐬𝐢𝐱 𝐠𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧𝐬 𝐜𝐨𝐞𝐱𝐢𝐬𝐭 𝐢𝐧 𝐭𝐡𝐞 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞. It’s a leadership challenge few of us were trained for. 🔹 𝐒𝐢𝐥𝐞𝐧𝐭 𝐆𝐞𝐧𝐞𝐫𝐚𝐭𝐢𝐨𝐧 (pre-1946): Still serving on boards; shaped by duty and discipline. 🔹 𝐁𝐚𝐛𝐲 𝐁𝐨𝐨𝐦𝐞𝐫𝐬 (1946–1964): ~12% of today’s workforce; value stability, loyalty, and legacy. 🔹 𝐆𝐞𝐧 𝐗 (1965–1980): ~27%; independent, pragmatic, delivery-focused. 🔹 𝐌𝐢𝐥𝐥𝐞𝐧𝐧𝐢𝐚𝐥𝐬 (1981–1996): ~34%; purpose-driven, collaborative, growth-oriented. 🔹 𝐆𝐞𝐧 𝐙 (1997–2012): ~27%; inclusive, tech-native, values transparency. 🔹 𝐆𝐞𝐧 𝐀𝐥𝐩𝐡𝐚 (post-2012): The emerging workforce—digital-first, fast-learning, entrepreneurial. These differences show up in how we work: → Senior leaders value hierarchy; Gen Z favors flat structures. → Boomers seek recognition; Gen X wants autonomy; Millennials want meaning; Gen Z asks, “𝘞𝘩𝘺?” → Gen Alpha? They're learning, building, and questioning earlier than ever. What feels like friction is often just generational dissonance. In a recent HBR piece, put it well: “𝘠𝘰𝘶 𝘤𝘢𝘯’𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦 𝘢 𝘮𝘶𝘭𝘵𝘪𝘨𝘦𝘯𝘦𝘳𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘸𝘰𝘳𝘬𝘧𝘰𝘳𝘤𝘦 𝘶𝘯𝘭𝘦𝘴𝘴 𝘺𝘰𝘶 𝘶𝘯𝘥𝘦𝘳𝘴𝘵𝘢𝘯𝘥 𝘸𝘩𝘢𝘵 𝘪𝘯𝘴𝘱𝘪𝘳𝘦𝘴 𝘵𝘩𝘦𝘮.” That’s the shift we need as leaders: From uniformity → to personalization From authority → to empathy From legacy leadership → to 𝘭𝘪𝘷𝘪𝘯𝘨 leadership I now ask myself not just, “Am I leading well?” but “Am I leading 𝘳𝘦𝘭𝘦𝘷𝘢𝘯𝘵𝘭𝘺?” Because when we adapt our style—not our standards—we help every generation contribute at their best. Great leadership today means adapting with intention and embracing what makes each generation thrive. 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐀𝐥𝐢𝐠𝐧𝐦𝐞𝐧𝐭: Connecting individual roles to a broader organizational mission fosters engagement across all generations. 𝐂𝐮𝐬𝐭𝐨𝐦𝐢𝐳𝐞𝐝 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧: Recognize and adapt to the preferred communication styles of each generation to enhance collaboration. 𝐅𝐥𝐞𝐱𝐢𝐛𝐥𝐞 𝐖𝐨𝐫𝐤 𝐀𝐫𝐫𝐚𝐧𝐠𝐞𝐦𝐞𝐧𝐭𝐬: Offering flexibility can address the diverse needs and expectations of a multigenerational team. 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐨𝐮𝐬 𝐋𝐞𝐚𝐫𝐧𝐢𝐧𝐠 𝐎𝐩𝐩𝐨𝐫𝐭𝐮𝐧𝐢𝐭𝐢𝐞𝐬: Promote a culture of lifelong learning to support professional development for all age groups. What shift have you made to better lead across generations? #HarveysLeadershipRhythms #ThoughtsWithHarvey #ExecutiveLeadership #TheLeadershipSignal #GenerationalLeadership #LeadershipReflections #LeadWithIntention #MultigenerationalWorkforce #LeadershipCue #Mentorship

They shouldn't be considered as just a ritualistic checkmark in the corporate calendar. The real purpose of management reviews is to ensure alignment between the goals of teams & subordinates with the broader organizational objectives. They are also essential for identifying areas of improvement & potential risks. However, reviews can sometimes become one-sided when the communication is purely top-down, without active participation from the team members. This can happen due to a lack of open communication, trust issues, or simply because of hierarchical barriers. One way to address this imbalance is to actively incorporate employee input during the review process. This inclusive approach ensures that reviews are more holistic & grounded in the realities faced by the team. Management reviews should undoubtedly have an objective. Without a clear objective, reviews can become arbitrary & ineffective, leading to confusion, frustration & demotivation among team members. In the review process, the roles are crucial. The reviewer is typically the manager or team lead, responsible for providing - guidance, constructive feedback, identifying potential opportunities & decisions, wherever applicable. The reviewee can be a single employee or a whole team, and their role is to actively participate in the process, share their perspective & work with the reviewer to develop actionable steps for improvement. By incorporating data-driven discussions & insights into the review process, managers can ensure that review outcomes are grounded in facts rather than subjective opinions. Here are a few pointers to achieve tangible & useful outcomes from management reviews : - 1/ Timely/Periodic reviews help identify issues in real-time and take corrective actions before they escalate. 2/ Following a set agenda ensures that all relevant topics are covered and prevents deviations. 3/ Encouraging open discussions allows for a better understanding of different perspectives & leads to relevant solutions. 4/ Action plans should be agreed upon and followed up to ensure that the review yields positive results. 5/ Dealing with negative feedback is an inevitable part of the review process. It's important for managers to handle such feedback constructively and focus on problem-solving rather than blame. 6/ Addressing performance issues with empathy and understanding can build an environment of trust and open communication. Companies with a strong culture of open communication, mutual respect, and shared values are more likely to have productive and meaningful reviews. 👉 Nurturing a positive and inclusive culture becomes increasingly important for the success of management reviews and overall organizational performance. *** ✅ Share this to your network ✅ Follow me on LinkedIn ★ DM me for a conversation to learn how we can help you grow & succeed ★ #business #people #management #leadership #improvement #success #growth #strategy

Peeling Back the Layers: How Transparent Leadership Can Address the Full Spectrum of Organizational Challenges In the vivid illustration of an onion, we see a stark representation of problem awareness in companies: Executives see just 4% of the problems, team managers see 9%, team leaders see 74%, and staff sees 100%. This metaphor sheds light on the disconnect that can occur within the hierarchy of an organization. To bridge this gap, leaders must adopt strategies that foster open communication and active engagement at every level. Here's how: Flatten the Hierarchy: Encourage a culture where feedback flows freely up and down the organizational layers. This means creating more opportunities for staff to directly communicate their challenges to top management. Reduce Administrative Burdens: As leaders climb the corporate ladder, administrative tasks often consume their time. Streamlining these processes with technology or delegating effectively can open up more opportunities for leaders to engage with front-line challenges. Implement Regular Check-Ins: Team managers and leaders should schedule regular, informal check-ins with staff to understand the day-to-day issues that may not surface in formal meetings or reports. Lead by Walking Around: Executives should spend time on the ground, engaging with teams and individuals to observe the challenges firsthand. Foster a Safe Space for Reporting Issues: Ensure that there are no negative repercussions for staff who highlight problems. This will encourage a more transparent and problem-solving oriented culture. By peeling back the layers of hierarchy and encouraging a culture of openness, leaders can see beyond the 4% of problems visible from the executive suite, becoming more effective and responsive to the needs of their organization.

If you train employees to build their personal brand on social media, they’ll be noticed, recruited and leave. 😱 Or worse, they’ll say something wrong, or share things that are not aligned with what you want them to say. This is a common concern shared by many organizations and their leaders. Let’s look at a different way to approach it. First let’s start with our mindset, and shift from fear to empowerment. Instead of holding back employees' visibility, let's celebrate their achievements and create an environment where they can flourish. Why? Because employees play a key role in brand visibility. Visibility of content posted on company pages has diminished over the past few years, employees play a vital role in closing this gap. At the same time the role of B2B social media has only grown: 🎯 75% of B2B buyers rely on social media as part of their decision-making process (SproutSocial) 🎯 96% of B2B buyers want content with more input from industry thought leaders (Content Marketing Institute) 🎯 84% of C-level and VP-level buyers are influenced by social media in their decision-making (IDC) Let’s activate your people safely. To do this you need: 📌 Simple, short social media policy Easy to read, provides guardrails to protect the organization and its employees 📌 Education and training Always-on access to the basics, plus opportunities to take more advanced modules focused on specific use cases 📌 Role models Show employees what good looks like. Be equipped to highlight leaders, sales professionals, marketers, SMEs, and social media team members that are walking the talk. 📌 Aligned goals Every employee has goals. Make sure they’re aligned to their manager’s goals, function and business goals, and organization goals. People want to be a part of soemthing where they can make a difference 📌 Organization culture Understand it and invest in creating a culture where people thrive. A place they want to show up to, where their voices matter and their points of view are valued. This shapes how people show up and behave where ever they are. 📌 Communications Weave social media guidelines, tips and best practices into your internal and executive communications 📌 Measurement Demonstrate the impact by aligning colleague activities on social media directly to organization goals and KPIs. Show the value generated as a part of your reporting What else can you add? Please share in comments. #SocialMedia #EmployeeAdvocacy #Marketing #SocBizExchange

Stop wasting meetings! Too many meetings leave people unheard, disengaged, or overwhelmed. The best teams know that inclusion isn’t accidental—it’s designed. 🔹 Here are 6 simple but powerful practices to transform your meetings: 💡 Silent Brainstorm Before discussion begins, have participants write down their ideas privately (on sticky notes, a shared document, or an online board). This prevents groupthink, ensures introverted team members have space to contribute, and brings out more original ideas. 💡 Perspective Swap Assign participants a different stakeholder’s viewpoint (e.g., a customer, a frontline employee, or an opposing team). Challenge them to argue from that perspective, helping teams step outside their biases and build empathy-driven solutions. 💡 Pause and Reflect Instead of jumping into responses, introduce intentional pauses in the discussion. Give people 30-60 seconds of silence before answering a question or making a decision. This allows for deeper thinking, more thoughtful contributions, and space for those who need time to process. 💡 Step Up/Step Back Before starting, set an expectation: those who usually talk a lot should "step back," and quieter voices should "step up." You can track participation or invite people directly, helping create a more balanced conversation. 💡 What’s Missing? At the end of the discussion, ask: "Whose perspective have we not considered?" This simple question challenges blind spots, uncovers overlooked insights, and reinforces the importance of diverse viewpoints in decision-making. 💡 Constructive Dissent Voting Instead of just asking for agreement, give participants colored cards or digital indicators to show their stance: 🟢 Green – I fully agree 🟡 Yellow – I have concerns/questions 🔴 Red – I disagree Focus discussion on yellow and red responses, ensuring that dissenting voices are explored rather than silenced. This builds a culture where challenging ideas is seen as valuable, not risky. Which one would you like to try in your next meeting?  Let me know in the comments! 🔔 Follow me to learn more about building inclusive, high-performing teams. __________________________ 🌟 Hi there! I’m Susanna, an accredited Fearless Organization Scan Practitioner with 10+ years of experience in workplace inclusion. I help companies build inclusive cultures where diverse, high-performing teams thrive with psychological safety. Let’s unlock your team’s full potential together!

One of the strongest employee advocacy programs I've seen is from Wiz. They understood the potential reach of their employees: 2,400,000 potential reach vs. 190,000 company followers..it’s a no-brainer. They've shared the 9 steps that makes their employee advocacy programme successful: 1.⁠ ⁠Spoon-feed employees Wiz make it as easy as possible for the team by providing graphics and caption options. I'm not sure how I feel about this because I think employees should have the freedom to post what they choose but sharing options instead of "post this, please" is a better way to do it. 2.⁠ ⁠Run internal contests Contests drive engagement and build excitement. We’ve trialled this at Great Influence before, and it’s great for projects. 3.⁠ ⁠Create a club for super-advocates Wiz has a Slack channel called "Wizinfluencers" who get exclusive access to company updates and contests, a great idea to get employees to feel part of the impact. 4.⁠ ⁠Spotlight employees in official posts Everyone loves recognition and tagging employees in company posts is a simple but meaningful way to reward people. Sometimes a “Well done” is all I need to get through a hard week 😂 5.⁠ ⁠Host LinkedIn workshops The Wiz team have LinkedIn workshops with Tom Orbach, Head of Growth Marketing at Wiz, and employees can book 1:1s with him. This is the part companies are missing, finding an expert to help employees with advocacy. 6.⁠ ⁠Write custom posts for VIPs Wiz has a process for high-impact leaders to request ghostwritten content for important posts, like job openings or major announcements. 7.⁠ ⁠Equip the team with AI tools Tom, Head of Growth Marketing, helped the company build a custom 'Wizard Post Generator,' an internal AI-powered tool built for employees to auto-create personalised LinkedIn content. 8.⁠ ⁠Always Engage Whenever an employee posts about Wiz, the company page always comments. Rule number one of LinkedIn…if you see a team member post, you have to engage with it 🤷🏼♀️ 9.⁠ ⁠Foster the right culture At the end of the day, you can't make employees post online. The start of this process shouldn't be "How can I get employees to post more?", it should be "What can we do to make employees feel like they want to advocate for us?" Employee advocacy isn’t about making people post, it’s about creating a culture where they want to. Wiz and Tom Orbach have set the bar high, and releasing these 9 steps is a great insight (I’ll link the full breakdown in the comments!) 👏🏻

Every PM wants to measure the success of their product. But most struggle to do it correctly. As a product management hiring manager, leader, and coach, I've seen that many product managers struggle with defining the right success metrics They focus on generic metrics like acquisition, engagement,  retention These are insufficient. My recommendation is to ask concrete questions when thinking of metrics Here's a list of questions I ask: 𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝘂𝘀𝗲𝗿 𝗳𝗶𝗿𝘀𝘁 1. What is the user’s goal? 2. What human need do they want to fulfill? 3. What action signifies that their need is met? 4. Is that action enough to know user’s job is done? 5. How can I measure that action? 𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘂𝘀𝗮𝗴𝗲 𝗮𝗻𝗱 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻 1. How many users are using the product? 2. How many users should be using it? 3. Which users aren't using it but should be using it? 𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝗵𝗼𝘄 𝗺𝘂𝗰𝗵 𝘂𝘀𝗲𝗿𝘀 𝗲𝗻𝗷𝗼𝘆 𝘆𝗼𝘂𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 1. How many users like the product? 2. How much do they like it? 3. What action(s) show they “like” it? 4. How can I measure those actions 5. Do they like it enough to keep coming back? 6. If yes, how often should they come back? 𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗼𝗳 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗴𝗲𝘁𝘁𝗶𝗻𝗴 𝘄𝗵𝗶𝗹𝗲 𝘂𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 1. Are users finding it hard to complete certain actions? 2. Are there things that users dislike? 3. Are there enough options for users to choose from? 4. Are there things that users want to do, but the product doesn’t allow them to? 5. Can we measure all the above? 𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗼𝗳 𝗺𝗲𝘁𝗿𝗶𝗰𝘀 1. Can I cheat on any of the above metrics? 2. Do above metrics give the most accurate answer? 3. Are all metrics simple enough for everyone to understand? 𝗧𝗵𝗶𝗻𝗸 𝗮𝗯𝗼𝘂𝘁 𝘁𝗵𝗲 𝗻𝗲𝘁 𝗶𝗺𝗽𝗮𝗰𝘁 𝗼𝗻 𝘁𝗵𝗲 𝗼𝘃𝗲𝗿𝗮𝗹𝗹 𝗽𝗿𝗼𝗱𝘂𝗰𝘁/𝗰𝗼𝗺𝗽𝗮𝗻𝘆 1. Are  above metrics a true representation of success? 2. Any other parts of user journey I should measure? 3. Will a positive impact on above metrics lead to a negative impact on other critical metrics? 4. Is the tradeoff acceptable? -- How easy or tough do you find creating success metrics? What is your process?

𝐏𝐚𝐲 𝐓𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 𝐝𝐢𝐫𝐞𝐜𝐭𝐢𝐯𝐞𝐬 𝐚𝐫𝐞 𝐧𝐚𝐭𝐮𝐫𝐚𝐥𝐥𝐲 𝐩𝐚𝐯𝐢𝐧𝐠 𝐭𝐡𝐞 𝐰𝐚𝐲 𝐭𝐨𝐰𝐚𝐫𝐝 𝐠𝐫𝐞𝐚𝐭𝐞𝐫 𝐠𝐥𝐨𝐛𝐚𝐥 𝐏𝐚𝐲 𝐄𝐪𝐮𝐢𝐭𝐲 ! 🏢 Companies increasingly recognise that greater pay transparency is no longer optional — it’s becoming a new reality that can strengthen employer brand and boost competitive advantage in the talent market. 🇺🇸 In the US, more organisations are embracing transparency, even as 2025 Executive Orders and 🇪🇺 EU Pay Transparency directives introduce new regulatory complexities. 🛠 Proactive steps are on the rise — leaders are navigating both domestic and global directives to provide clarity around pay equity, demonstrating a commitment to fairness and trust. 🚀 The most‑used metrics are: 1️⃣ Changes in the gender pay gap 2️⃣ Gender pay gap relative to peers 3️⃣ Impact on employee engagement In a competitive talent landscape, transparency isn’t just compliance — it’s a strategic lever to attract, engage, and retain top talent while building a culture of trust,🤖 according to a new interesting research published by WTW using data 📊 from a survey of 1,915 respondents globally. ☝️ 𝙈𝙮 𝙥𝙚𝙧𝙨𝙤𝙣𝙖𝙡 𝙫𝙞𝙚𝙬: I find it truly amazing that the once‑taboo subject of employee pay and compensation is finally stepping into the light. With the momentum of new regulatory rules, we are witnessing a wave of change pushing not only EU companies but also their US counterparts to embrace pay transparency. This shift is more than a compliance exercise — it is a profound step toward fairness, trust, and open dialogue in the workplace. By confronting the topic head‑on, organizations are laying the groundwork for genuine pay equity. The ripple effects of this movement will, without a doubt, help close the Gender Pay Gap on a global scale. It’s a powerful reminder that when transparency meets courage, progress follows — and that is a future worth building. My recommendation 🌟 For organizations: ➡️ Embed transparency into culture — make open pay conversations a norm, not an exception. ➡️ Equip managers with training and resources so they can confidently and consistently explain compensation programs. ➡️ Audit and act ➡️ Communicate with empathy 🌟 For recruiters: ➡️ Lead with transparency in job postings by including salary ranges up front. ➡️ Champion equity ➡️ Educate candidates on how your organization approaches compensation and career progression. ➡️ Be a bridge — share candidate feedback with leadership to continuously improve pay practices. 🙏Thank you WTW researchers team for sharing these insightful findings: Eva Jesmiatka Lindsay Wiggins Gaby Joyner Kristy Banas 🔑 How do you see pay transparency transforming workplace culture in the next 5 years? #PayTransparency #PayEquity #EqualPay #GenderPayGap

CSR in India is a teenager with an identity crisis. It's awkward. Unsure. Caught between compliance and conscience. Between what it must do and what it should do. India stands alone globally with its legal CSR mandate - that magical 2% of profits companies must spend on social good. On paper, it's revolutionary. In practice, it's complicated. The numbers look impressive. ₹18,000 crore spent in FY24. 98% compliance. Some companies even exceeding their obligations. We've created an entire ecosystem - consultants, impact reports, NGO partnerships, award ceremonies. But numbers hide truths. The money flows like water - downhill, to the path of least resistance. Maharashtra and Tamil Nadu feast while Bihar, Jharkhand and the Northeast starve. The "aspirational districts" - a polite term for our most desperate regions - receive less than 20% of CSR funds. We've built a system where geography determines dignity. And then there's the question of what we fund. Education gets the spotlight. Healthcare gets the cheques. They're visible. Photogenic. Easy to measure. Meanwhile, the messier challenges - livelihoods, slum development, systemic inequities - sit in the shadows, underfunded and overlooked. Because transformation doesn't fit neatly into quarterly reports. The uncomfortable truth? Many companies approach CSR like teenagers approach chores - doing the minimum required while maximizing the praise received. It's philanthropy as performance. Compassion as compliance. Impact as Instagram story. We've legalized giving but haven't cultivated caring. The irony cuts deep. We've created an entire industry around social responsibility - consultants, impact assessors, proposal writers, CSR managers - yet the public perception remains "sub-par." People can smell the difference between commitment and compliance. The law succeeded in extracting money. But money without meaning is just accounting. The real questions we need to ask are harder: How do we transform CSR from a tax to a mission? How do we ensure that the most invisible communities don't remain the most ignored? How do we measure not just schools built but futures secured? Not just hospitals funded but dignity restored? CSR was meant to be the bridge between India's corporate towers and Bharat's dusty streets. Between balance sheets and broken systems. Between profit and purpose. The bridge exists. But too few are crossing it. The teenager must grow up. Move beyond the awkward phase of checking boxes and into the maturity of creating change. Beyond the question of "How much should we spend?" to "What difference can we make?" Because responsibility isn't measured in percentages. It's measured in lives transformed. If you'd like to build an impactful CSR program, always happy to chat. DM away.

TRUTH bomb of the day: People connect with people, not faceless corporations on social. This insight helped two merging health systems successfully rebrand without losing their employees' trust. When Beaumont Health and Spectrum Health merged into Corewell Health, they were up against: - 21 hospitals becoming one brand - 300+ outpatient locations needing alignment - 65,000 employees wondering "what's next?" The typical thing to do is to blast out corporate memos and hope for the best. (Spoiler: that never works) Instead, Corewell Health's social team did something different: They turned their EMPLOYEES into the voice of the brand. They leveraged 65,000+ people in their organization and empowered them to drive results! Using Hootsuite Enterprise they were able to: - Create one central hub for brand content (keeping 65,000 people across 300+ locations on-brand) - Make sharing authentic stories effortless (busy healthcare workers could share pre-approved content in seconds) - Monitor conversations in real-time (it became easy to spot negative sentiment early and adjust their content accordingly) And I’m still shocked by the results they generated: → 3M+ MORE impressions from employee-shared content →  2.5x HIGHER engagement than healthcare industry average (4.76% to 1.8%) → 50% DROP in negative sentiment since the merger went into effect (14% to 7%) The big lesson? 👇🏻 Your most powerful brand ambassadors aren't your ads or announcements. They're your people. When you empower employees to share their authentic experiences on social media, you build trust in ways traditional corporate communications never could.