It had been exactly 21 days since Razak vanished from Redro’s 5th floor. The whispers had died down. HR had stopped holding “pulse check” meetings. And most employees had defaulted to Ghana’s favourite coping mechanism: “let’s move on.”
That was until Friday at 9:59 a.m., one minute before the monthly town hall. All employees were seated, senior leadership sat in front row, tight-lipped, tense, and definitely not expecting what was about to happen.
Then came the moment. The MD stood up to begin his address when the door creaked open.
All eyes turned.
But it wasn’t Razak.
It was someone else. In a sharp black blazer, crisp notebook in hand, and a badge that read:
Adwoa Badu – External Consultant, Culture & Strategy.
A few gasps. Two half-hearted claps. One dramatic “ei” from Legal. Adwoa took the mic and said, “Today, Redro begins a new journey. One focused not just on KPIs, but culture, trust, and transparency.”
“Over the next six weeks, we’ll be partnering with your teams to review, reframe, and reimagine how Redro Ltd works, leads, and listens.”
Then she smiled and added, “Some of you might recognize the insights that got us here. They started as feedback in an anonymous survey.”
And just like that… everyone knew.
Razak hadn’t come back.
But his fingerprints were everywhere.
His survey submission, once dismissed as emotional, had become the yardstick. The very pulse-check that now guided every meeting, every difficult conversation, and every line on the whiteboard. His words were now printed across presentation decks and discussion points:
“We have values. But do we live them?”
“Feedback only matters when it leads to change.”
HR didn’t mention his name.
But everyone knew who the ripple started with.
The Boardroom Moment.
Six weeks later, Adwoa Badu, the culture consultant, stood in front of the leadership team with her report in hand. She paused before presenting the findings.
“This isn’t just about surveys. It’s about trust. You asked for honesty. Now it’s here. The question is; are you ready to do something with it?”
Slide after slide revealed themes employees had whispered about for years:
- Fear of retribution.
- Performance reviews are based on favouritism.
- Leaders listen only when it’s convenient.
One executive sighed. “It’s brutal.”
Adwoa nodded.
“But it’s honest. And honesty is the beginning of better. Employees weren’t harsh. They were hopeful. Their feedback wasn’t meant to attack. It was meant to realign.
The Moral of the Story.
This wasn’t a scandal. It was a spotlight.
Razak’s feedback was never about blame. It was a call for accountability.
And when the company finally listened, they discovered something powerful:
Real feedback isn’t an attack. It’s a gift.
Silence hides dysfunction. But honest input exposes the cracks. So we can fix them.
Engaged employees don’t want perfection. They want progress.
Redro Ltd learned that change doesn’t always need a town hall or a trending hashtag.
Sometimes, it starts with one brave voice. Razak may not have come back, but because they finally listened, Redro Ltd will never be the same.
Missed the last two episodes of the not-so-anonymous survey? Read here
