When Employees Feel They Matter, Organizations Thrive

According to Zight, organizations that actively seek employee input are 4.6 times more likely to perform well. While this statistic should grab any leader’s attention, the numbers only tell part of the story. To understand why employee involvement matters so much, we need to examine the dynamics of people. This is where the principles of Peernovation – a framework rooted in the power of peer influence and collective intelligence – offer a unique perspective.

At its core, Peernovation teaches us that when people come together with a shared purpose, values, and trust, they are capable of “creating something greater than the sum of their smarts” (Sekou Andrews). In other words, it’s not just about what people contribute; it’s about how they lift each other up, challenge assumptions, and co-create better outcomes. Applied to the workplace, this principle makes a compelling case for why involving employees in decision-making isn’t just a nice-to-have; it’s essential to building high-performing, resilient organizations.

Building a Culture of Co-Creation 

Too often, leaders treat “employee involvement” as a box to check. They gather input, hold listening sessions, or distribute surveys, only to move forward with decisions that were already made. Employees can spot this superficial approach from a mile away. Far from boosting performance, it breeds cynicism and disengagement.

Authentic involvement requires something deeper – a culture of co-creation. This doesn’t mean every employee needs to be involved in every decision, but it does mean they have a genuine voice in shaping the direction of their team and the organization. When people know their ideas matter, they don’t just comply with decisions; they commit to them. That commitment, fueled by ownership and shared accountability, is where the magic happens.

Peer Influence in Decision-Making 

One of the most overlooked aspects of employee involvement is the role of peer influence. Peers don’t just contribute ideas; they also shape how those ideas are understood, tested, and refined. And during the turbulent times we find ourselves in today, what happens horizontally within your organization matters just as much as what runs top-down.

Consider a cross-functional team faced with a tough strategic decision. One employee might bring a bold idea to the table. On their own, that idea may be incomplete or even impractical. But when peers engage by asking questions, sharing their own perspectives, and challenging assumptions, the idea evolves into something stronger. The process isn’t just additive, it’s transformative.

Involving employees in decision-making drives performance. It’s not just the collection of inputs, it’s the interaction of minds that leads to smarter, more innovative solutions. In fact, when employees are encouraged to test and refine each other’s thinking, they not only make better decisions, but they also strengthen trust, communication, and team cohesion along the way. During my time at Mullen, team members challenged each other in the service of their craft, their clients, and one another. Today, MullenLowe consistently delivers excellent outcomes for its clients. Why? The more they challenge one another, the better the work gets, and that’s what it’s all about.

The Engagement-Performance Connection 

Engagement has become a buzzword in recent years, but the link between involvement and engagement is undeniable. Employees who are invited into the decision-making process feel seen and valued. They know their leaders respect their expertise and trust their judgment. In short, as Angela Maiers would say, “They know they matter.”

Employee engagement is not about perks, programs, or slogans. It’s about belonging to a peer group where your contribution matters – where you can learn and positively influence others. Decision-making becomes a shared journey, not a top-down directive.

The result? Employees don’t just show up to work; they bring their best selves to work. They care more deeply about outcomes because they help shape them. As the Zight statistic highlights, organizations that unlock this level of engagement don’t just perform a little better; they significantly increase their odds of success.

Trust: The Cornerstone of Employee Involvement 

Years ago, I worked at a company where the CHRO shared the results of an employee survey that showed a high level of trust in the leadership team. I asked him if he had asked the question in reverse, “Do employees believe the leaders trust them?” To his credit, the following year, he added this question to the survey, only to be shocked by the results. Employees didn’t feel that the leadership team trusted them much at all. The leadership team talked a good game, but when employees are excluded from the decision-making process and required to get multiple signatures for small expenditures that are already part of their budgets, the words ring hollow.

Two-way trust matters. Leaders must trust employees enough to open the decision-making process, and employees should be convinced that their input will be genuinely considered. When trust is demonstrated beyond mere words, employees are more willing to share bold or unconventional ideas without fear of ridicule. They are also more receptive to feedback from peers, understanding that critique is offered in service of the team’s success. Conversely, without trust, involvement becomes superficial.

Decision-Making as a Growth Engine 

Involving employees in decision-making does more than improve individual decisions. It creates a continuous growth cycle. Every time employees participate, they build their capacity for critical thinking, collaboration, and leadership. They learn to listen better, communicate more effectively, and consider perspectives beyond their own.

The team makes the individual better, and the individual makes the team better. Over time, the organization develops not just a pipeline of stronger leaders, but a culture where learning and innovation are woven into its fabric.

Practical Steps for Leaders 

• Clarify the Level of Involvement – Be transparent about where employees can shape decisions. Clear expectations prevent disappointment.
• Foster Peer-to-Peer Collaboration – Create opportunities for employees to test and refine each other’s ideas. This peer filter strengthens decisions.
• Listen for Understanding and Intent – Demonstrate that employee input matters by acting on it when appropriate and explaining the rationale when it isn’t adopted.
• Build Trust Continuously – Reinforce psychological safety through openness, accountability, and consistency.  Keeping it requires attention and intentionality.
• Celebrate Co-Creation – Recognize not just the outcome of good decisions but also the outputs – the collaborative process that led there.

Leaders who involve employees in decision-making dramatically increase their chances of organizational success. Employee involvement unleashes the power of peers to influence, challenge, and elevate one another. It transforms decision-making from a transactional process into a relational one, where trust, engagement, and shared accountability fuel extraordinary performance.

Employees don’t just want to be consulted; they want to belong, contribute, and grow. Leaders who understand this not only make better decisions; they create cultures where everyone matters and thrives together.

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