Five simple words can mean the difference between feeling in the driver’s seat of your work and moving through the motions on cruise control.
“What would you do differently?”
When Joseph Oddo, a sales manager at Cox Enterprises, was asked this question, he knew he’d found a different kind of workplace.
“What stood out was how open leadership was to hearing it,” Oddo said. “I wasn’t met with resistance or red tape.”
Oddo is among the fortunate few who feel engaged with their work in a meaningful way. Gallup found that only 31 percent of U.S. employees were engaged at work in 2024.
For Bonnie Price, a customer support manager, her engagement at Energy CX is directly tied to how well leaders listen to her and her peers.
“Honestly, being in an environment where feedback is taken seriously makes all the difference,” Price said. “If that weren’t the case, I can say with certainty — I wouldn’t be here!”
It benefits companies to listen to their employees and incorporate their feedback. Gallup surveys also found that employees who are engaged in their work are 23 percent more profitable for the employer.
Ani Banerjee, a senior staff software engineer at Clear Street, sees this symbiotic relationship as critical to a sustainable work environment. When leadership not only listened but acted on employee feedback, it drove meaningful change.
“This responsiveness built trust and made it easier to speak up in the future,” Banerjee said.
Built In spoke with all three about how employee feedback is received and welcomed on their teams.
Energy CX is an energy brokerage in the U.S., known for transforming the way clients navigate the complex energy landscape with a data-driven approach.
Tell us about a time when you were able to share feedback — either positive or negative — with your company. How was it received? Explain why you felt supported in sharing this feedback.
When I reached six months at the company, I felt compelled to share feedback on some billing processes that seemed to be missing key components for smoother execution. During one of my biweekly check-ins with my manager, I brought up concerns about how we handle contract signing and execution — particularly the billing portion — which was creating more pain points than necessary. My manager not only agreed but also actively engaged in the conversation, offering his own insights and listening to mine. Together, we collaborated to identify a better path forward. At the time, the customer support department hadn’t yet been established, so I felt my input might be especially valuable — and it was. Not only was the revised process well-received but it was also shared with other departments who have gradually begun implementing it as well.
How did your employer take action on that feedback? What did these changes demonstrate to you as an employee?
Action was taken almost immediately after I shared my feedback — which was amazing to see. My manager quickly began drafting the physical forms needed to support and streamline our contract process. It felt great to know there was no delay in tackling the issue head-on. Of course, we still face some billing challenges, and the process isn’t completely error-free yet — but we’re definitely moving in the right direction. It’s rewarding to know that when you speak up and contribute ideas, they’re not only heard but acted upon.
How does employee feedback influence your company culture and how you feel about your workplace?
Employee feedback is the heartbeat of Energy CX — it’s what keeps us growing and improving. From my own experience, it’s clear that feedback here isn’t just heard, it’s truly valued and respected. Even when changes don’t happen right away, I always feel confident that my ideas are acknowledged and appreciated. It’s incredibly empowering to work at a company that encourages every employee — no matter their role — to speak up and share their perspective. Honestly, being in an environment where feedback is taken seriously makes all the difference. If that weren’t the case, I can say with certainty — I wouldn’t be here!
Through Cox’s major divisions — Cox Communications, Cox Automotive and Cox Farms — employees make an impact in the communications and automotive industries, as well as in new ventures in agriculture, cleantech, digital media and more.
Tell us about a time when you were able to share feedback — either positive or negative — with your company. How was it received? Explain why you felt supported in sharing this feedback.
As someone who leads a B2B sales team in San Diego and has been with Cox for 17 years, I’ve seen how powerful employee feedback can be when there’s a culture that truly listens. A while back, I shared concerns about how frontline sales leaders were navigating change — especially around process updates and shifting expectations. I raised the need for more flexibility, better communication and greater trust in local leadership to adapt strategies in ways that worked for our teams.
What stood out was how open leadership was to hearing it. I wasn’t met with resistance or red tape — I was asked, “What would you do differently?” That’s when I knew I was being invited to not just give feedback but take ownership.
How did your employer take action on that feedback? What did these changes demonstrate to you as an employee?
Instead of a top-down solution, I was empowered to lead change in real time — whether that was piloting new approaches, customizing team rhythms or shaping local performance strategy. I was trusted to find what worked, report back and help others do the same. That’s real leadership — not just permission to lead but partnership.
It showed me that at Cox, if you have a perspective and the willingness to act on it, the company will give you the runway. Feedback wasn’t just welcomed — it was activated.
How does employee feedback influence your company culture and how you feel about your workplace?
When employees are given space to lead — especially in response to the feedback they’ve provided — they feel like they’re part of something bigger. That’s been my experience.
I’ve stayed at Cox for nearly two decades because I’ve been able to grow, speak up and drive change. Feedback is never just a suggestion here — it’s a signal. And when leadership sees it that way, people stay, contribute more and show up with purpose.
Senior Director of Employee Engagement and Experience Strategy Kristyn Brennan also shared the following with Built In: “At Cox, employee feedback isn’t just data — it’s a compass. It gives us a clear view into how our people are doing, what they need and where we can do better. That input helps shape everything from how we support career growth to how we have reimagined our approach to work flexibility. When employees see their voices reflected in meaningful change, they feel like they’re not just working at Cox; they’re helping shape its future. That’s why we keep employee feedback at the center of our decisions. It helps us evolve in ways that matter now, while creating a workplace where the next generation can thrive.”
Clear Street is a financial technology firm on a mission to modernize the brokerage ecosystem.
Tell us about a time when you were able to share feedback — either positive or negative — with your company. How was it received? Explain why you felt supported in sharing this feedback.
As a senior staff software engineer at a fast-growing fintech firm like Clear Street, sharing feedback is essential to support continuous progress. I had the opportunity to do so during a retrospective following the launch of a major new functionality. While the project faced some challenges that would be familiar to any engineer, it was a valuable learning moment. I offered suggestions on how clearer ownership and more structured communication could improve collaboration and delivery in the future.
I felt truly supported in sharing this feedback, thanks to the company’s emphasis on a growth mindset. Our discussion was open and constructive, with leadership welcoming all input and encouraging honest dialogue. This created an environment of trust, where feedback was clearly seen as a tool for growth — not blame. Knowing my perspective would be respected and acted upon made it much easier to speak up, and it reinforced the importance of a feedback-driven culture focused on improving how we work together.
How did your employer take action on that feedback? What did these changes demonstrate to you as an employee?
After I shared feedback, the company took clear, meaningful steps to strengthen our processes. We introduced regular cross-team check-ins, allowing departments to align on updates, concerns and milestones. A shared project management tool was also implemented, improving visibility into task progress, deadlines and blockers, while clarifying ownership. Additionally, retrospectives were enhanced to allow more time for open feedback, enabling teams to reflect more deeply on successes and challenges.
These actions showed a strong commitment to continuous improvement and a culture that values employee input. Leadership not only listened but acted, demonstrating that feedback drives real change. This responsiveness built trust and made it easier to speak up in the future. I also saw how these changes empowered teams to take more ownership of collaboration and communication. Overall, it reinforced that everyone has a voice in shaping how we work and that thoughtful feedback is heard and can make an impact.
How does employee feedback influence your company culture and how you feel about your workplace?
Employee feedback plays a vital role in shaping company culture and how employees feel about their work. At Clear Street, our approach to feedback fosters transparency and trust. Leadership listens and acts, making me feel heard and valued, which strengthens my connection to the organization. It also empowers me to take ownership, knowing my input helps shape how we work.
Feedback has improved work-life balance by identifying workload challenges early, leading to better resource allocation and reduced stress. This shows the company cares about well-being and supports a sustainable work environment.
It also drives continuous improvement and adaptability, keeping our culture dynamic and forward-thinking. Seeing feedback turn into action boosts job satisfaction and commitment. It reinforces that this is a place where we can grow, not just work, ultimately reducing burnout and encouraging long-term engagement.
