This article was originally published in the Union Leader on March 23, 2025.
A few years ago, my head of HR and I embarked on a mission to find a tool that would help managers conduct more meaningful one-on-ones, facilitate professional development goals with their direct reports, and provide the leadership team with a weekly eNPS score to gauge employee sentiment.
We learned about a promising tool recommended by a seasoned HR professional. It seemed perfect—it offered everything we needed. It would deliver benefits across the organization—empowering our employees, supporting our managers, and providing valuable insights to the leadership team.
We devised our rollout plan: we would host a “lunch and learn” to explain the reasoning behind our selection of the tool, its benefits, and how we would implement one module per month until all features of this robust system were integrated into our People Excellence Program. The HR team and I were enthusiastic. We were rolling it out slowly, taking the time to explain the “why” behind it, and we were certain that everyone would embrace it with the same excitement that we had. This was going to be a game-changer!
Boy, were we wrong.
Several months later, we were faced with a dismal adoption rate. Managers felt the tool added more work to their already full plates and didn’t understand the need to document conversations with their direct reports. Employees saw the weekly check-in as a mere administrative task that didn’t benefit them, and they didn’t feel anything was wrong with how their one-on-ones were being conducted.
This was a tough lesson. What we failed to do was include the users—our team members—in identifying areas of improvement and selecting a solution. We made the assumption that our problem as leaders was also their problem. Let’s face it: people don’t like to be simply told what to do, especially high-performing employees. They don’t want to be passive recipients of decisions; they want to be active participants in shaping solutions.
This experience underscored the importance of a “build it together” approach. When users are involved in the process, they are more likely to embrace change and develop a sense of ownership. This concept is rooted in the “IKEA Effect,” a term introduced by Michael Norton in a 2011 Harvard Business School study. It describes the psychological phenomenon in which we place greater value on items we assemble ourselves, believing they are more valuable than identical products made by others. This is similar to the satisfaction you get when you complete a DIY project at home—whether it’s assembling a bookshelf that’s slightly wobbly, or crafting a custom coffee table that might double as a conversation starter. When you invest time and effort into creating something with your own hands, the result feels more personal and meaningful, leading to a deeper sense of pride and accomplishment.
As a business leader, the IKEA Effect carries many implications. It underscores the value of involving people in the creation process, leading to greater satisfaction, engagement, and commitment. The “people” can be employees, clients, or vendors.
By encouraging employees to contribute ideas and actively participate in the decision-making process, we tap into a wealth of diverse perspectives and expertise. A collaborative environment sparks creativity and fosters innovative solutions that might not have emerged in a top-down, one-size-fits-all approach. We hold brainstorming sessions where we encourage team members to offer ideas for improvement—whether it’s related to culture, process, delivery, sales, or marketing. No idea is off the table, and no suggestion is deemed a “bad” idea. Everyone has a chance to be heard.
In addition, everyone in the company participates in a weekly departmental meeting and IDS session. IDS stands for Identify, Discuss, and Solve. Anyone can raise an issue, and the entire group works together to get to the root cause and brainstorm the best solution. While we do not run the business as a democracy with unanimous decision-making, team members are more likely to disagree yet still commit to the solution, as long as they have been part of the discussion and had a chance to weigh in.
Moreover, this approach boosts employee morale and engagement. When employees feel that their input is genuinely valued and that they are part of the decision-making process, they are more motivated and committed to their work. This sense of involvement and ownership leads to higher job satisfaction and lower turnover rates.
We also apply the “build it together” approach in our sales process. As a digital consultancy offering custom solutions, every client engagement is unique. We don’t sell “packaged” service offerings. Instead, we collaborate with our customers to build solutions together—including the pricing. When we send the statement of work, it has a much higher likelihood of being signed, because the client has helped shape it. This collaborative effort leads to stronger partnerships and mutual trust.
In conclusion, involving stakeholders in the creation process is crucial to the success of any initiative. By actively involving customers in the solutions you offer, and empowering employees to shape company initiatives, you unlock a powerful sense of ownership and loyalty. This isn’t just about co-creation; it’s about building deeper connections, fostering a sense of community, and driving results through shared effort.
Diana Bourns is the President of Ascendle, a digital consulting firm located in Portsmouth, NH. Ascendle partners with companies committed to optimizing business results through digital innovation. Diana earned her business degree from the University of NH and has more than 30 years of experience as an entrepreneur who has run and sold several start-ups.
Outside of work, Diana enjoys skiing, hiking with her dogs, performing as a classical violinist with the Portsmouth Symphony Orchestra, and volunteering in her community. Diana enjoys sharing her knowledge with others and speaking at events on the subject of leadership, company culture, agile, and digital product strategy.
You can learn more about Diana by connecting with her on LinkedIn: https://www.linkedin.com/in/dianabourns/