5 ways Levi Strauss encourages employee input
Would your senior leaders want to speculate on which actor might play them in a movie? At the clothing maker, staffers are free to ask—and invited to offer their two cents in group meetings.
Editor’s note: This story is taken from Ragan Communications’ distance-learning portal Ragan Training. The site contains hundreds of hours of case studies, video presentations and interactive courses.
Talk about change within organizations often centers around startups that have experienced breakneck growth.
Yet the subject is just as relevant for other organizations that have had to usher a nervous workforce through a time of transition, whether it involves a merger or a pivot in strategy, says Elizabeth Owen, global head of employee communications for Levi Strauss & Co.
Owen discusses the apparel maker’s success in managing change in her Ragan Training talk, “Corporate transformation: Accelerate change and drive engagement through communications.”
“Change can kind of freak people out sometimes,” Owen says, adding, “If employees aren’t brought along, costs are high. Don’t underestimate the role that you play.”
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