Want Better Retention? Start Listening to the People Doing the Work
If you’re in the business of supporting people—especially in the field of intellectual and developmental disabilities (IDD)—your success hinges on your direct support workforce. And yet, for many organizations, the people closest to the work are the least likely to be heard when decisions are made.
That’s a problem.
And it’s one we can solve.
Recently, I had the privilege of sitting down with several members of the DSP Council at Welcome House, a provider based in Cleveland, Ohio, known for doing things differently. The conversation was so refreshing—and so instructive—that I couldn’t keep it to just a podcast episode (although you can watch the full episode here).
So this post unpacks the three big takeaways from that conversation. Each one is grounded in behavioral science, and each one has the power to move the needle on staff engagement and retention—if you’re willing to act on it.
1. Feedback Isn’t Just for Employees
Organizations often train supervisors on how to give effective feedback. What’s much rarer? Training leaders on how to receive it.
At Welcome House, they’ve built a structure that invites upward feedback on purpose. The DSP Council is a standing group of frontline professionals who meet regularly to discuss challenges, generate ideas, and give input directly to leadership. It’s not symbolic—it’s functional. Their feedback has informed real changes in policy, practice, and communication.
Here’s the behavioral insight: when people see that their input results in action, the behavior of speaking up becomes reinforced—and it’s much more likely to happen again. Over time, trust grows—and that trust fuels better decisions across the board.
By contrast, organizations that lack these structures often see feedback come only in exit interviews—when it’s too late to do anything about it.
Still not convinced? Consider this: a Salesforce research survey found that employees who feel their opinions count at work are 4.6 times more likely to feel empowered to do their best work. That’s not a small effect. That’s culture-shaping.
2. Empowerment Drives Engagement
Empowerment isn’t about handing over the keys. It’s about creating the conditions where people can think, act, and improve their work in meaningful ways.
Zeynep Ton, author of The Good Jobs Strategy, makes the business case for empowering frontline employees. When frontline workers have autonomy—when they can adapt, problem-solve, and contribute ideas—they care more deeply about the outcomes. And their productivity goes up while their likelihood of turnover goes down. Everybody wins.
One DSP from the Welcome House Council described how their ideas for improving staff appreciation were not only heard—but implemented. As a result, staff receive more praise and recognition from their peers than ever before.
That’s not magic. That’s applied empowerment.
Too many organizations operate under a command-and-control mindset. But the truth is, the people closest to the work are often the ones who know how to improve it. Empowering them doesn’t mean abdicating leadership—it means leveraging wisdom that already exists on your team.
3. Real Care Requires Real Action
This one might be the most important of all: staff know when “we care about you” is just lip service. And they know when it’s real.
At Welcome House, care isn’t a tagline. It’s built into how they operate. One example that stood out in our conversation was the creation of a staff support fund—used to help DSPs facing sudden financial emergencies. If someone’s car breaks down, or they’re at risk of losing housing, or they’re navigating a crisis, there’s a system in place to offer concrete help.
Another story involved leadership working closely with a team member who was facing a health scare—Welcome House stuck with them through the whole journey and provided support.
These aren’t massive policies or expensive perks. They’re thoughtful, human responses that say: you matter here.
And it’s not just good-hearted—it’s smart management. It costs thousands of dollars every time a frontline worker leaves and it drastically hinders the continuity of care. Instead of just bouncing from one staff shortage crisis to the next, what if your leadership doubled-down on building trust, support, and follow-through in moments that count for the people who are still working there?
A Self-Assessment for Leaders Who Want to Do Better
If you want to improve retention, build a better culture, or simply create a workplace where people feel proud to show up—you don’t need a giant strategic plan.
Start here:
Five questions to reflect on (and answer honestly):
In the last 6 months, how have frontline voices influenced a real decision at our organization?
What specific systems do we have in place to gather upward feedback regularly?
Where in our operations do DSPs have decision-making autonomy or flexibility?
When staff face personal or financial hardship, what supports are available?
If I were a new DSP here, what would signal to me that this organization genuinely cares about me as a person—not just as a worker?
If your answers include real examples and working systems—great. That’s the foundation of a strong retention culture.
If they feel fuzzy or hypothetical—it’s time to build the structures that make these things real.
Because when you listen, empower, and show up for your team, they return the favor. They stay. They grow. They lead.
And that’s the kind of workforce every organization needs.
