At our Raleigh location, a recent Pulse Survey made one thing clear. Our team wanted more consistent communication and reasons behind major decisions. They weren’t always sure what was changing, what needed to be prioritized, or where to go for answers.

In a fast-moving distribution environment, that matters. When communication isn’t clear, it affects everything. Order flow, accuracy, and how the team feels day to day. So instead of overthinking it, we focused on where the gaps were and what we could realistically improve and give the team the ability to see behind the curtain. Here’s what that looks like.

What Happens After We Get Feedback

When survey results come in, they don’t just sit in a report. We review them as a leadership team and narrow it down to one or two focus areas we can act on. From there, we bring it to the floor. We talk about it in startup meetings, ask questions, and get input from the people doing the work every day. Whether it’s the warehouse team, drivers, or support staff, they help shape the solution. It’s not top-down. It’s built with the team.

How We Support Our Leaders

Our supervisors and leads aren’t expected to figure everything out on their own. As an Operations Manager, I stay close to the team. That means regular check-ins, coaching conversations, and working through challenges in real time. For example, when we had to overhaul the yard, it was a collective effort with a group discussion on how the EWP team wanted the yard to look and flow. We focus on what is practical. What will make a difference during a busy day. We don’t just hand over survey results or demand change without input. We turn them into simple plans that leaders and warehouse staff can execute together without adding unnecessary noise.

What This Looks Like Day-to-Day

For us, improving communication didn’t mean reinventing anything. It meant being more consistent. We tightened up pre-shift startups not just leadership holding the floor of conversation but a team discussion, made expectations clearer at the start of the day, and made sure updates around orders, inventory, and priorities were easy to find and understand. That alone made a big difference. Less confusion, better flow, and a team that feels more confident and involved in what they’re doing. And just as important, people can see that when they speak up, something changes.

An Ownership Mindset

At Palmer-Donavin, we’re employee-owned. That shows how we handle feedback. People speak up because they care. Leaders act on it because they have a stake in the outcome. There’s a shared responsibility to make things better, not just maintaining the status quo. That’s what keeps things moving forward.

The Results

You can see the impact on day-to-day. Communication is clearer. Teams are more aligned. The operation runs smoother. One team member said it best: “It’s been helpful to see changes actually happen after we speak up.” That’s the goal.

Looking Ahead

If you’re looking to lead a place where feedback drives change and your impact is visible every day, Palmer-Donavin is a great place to do it. Set the standard not as an individual but as a team and watch the results happen in real time!