“Ask the Management”: How Internal Interviews Demonstrably Promote Trust and Company Growth

The Trust Deficit in Modern B2B Companies: Data and Facts

In an era where employees increasingly seek meaning and transparency, many B2B companies face a concerning trust gap. The Edelman Trust Barometer 2025 speaks volumes: only 57% of employees in mid-sized B2B companies trust their leadership—an alarming figure that directly impacts performance, innovation, and ultimately, company growth.

The Current State of Internal Communication in the B2B Sector 2025

The current state of internal communication paints a sobering picture: while 83% of executives believe they communicate transparently, only 42% of their employees agree—a discrepancy of 41 percentage points, as evidenced by a comprehensive Gallup study from the first quarter of 2025. Particularly in B2B mid-sized companies with 10-100 employees, dedicated communication structures are often missing.

The numbers speak for themselves:

• 68% of B2B companies have no regular formats for direct dialogue with management
• In 72% of cases, employees learn about important company decisions only after their implementation
• Only 31% of surveyed B2B employees report being able to openly ask questions to leadership

This communication gap manifests in a measurable erosion of trust that goes far beyond mere perception. McKinsey found in their analysis “Trust as Business Currency” (2024) that two-thirds of all change processes in B2B companies fail primarily due to lack of trust—not because of insufficient resources or inadequate strategy.

The Measurable Impact of Transparency on Business Success

The economic consequences of the trust deficit are substantial. A Deloitte longitudinal study (2020-2025) documented that companies with high leadership transparency show 23% higher employee productivity, 31% less turnover, and even an 18% increased innovation rate. Notably, the performance of these companies exceeds their less transparent competitors by an average of 22% in revenue growth.

The Boston Consulting Group quantified the “cost of silence” for the first time in 2024: depending on company size, the lack of internal transparency causes annual opportunity costs between €230,000 and €1.2 million—resulting from extended decision processes, redundant work, and missed innovation opportunities.

“In today’s economy, trust is no longer a soft factor but a hard currency with measurable ROI.” – Prof. Dr. Michael Bernstein, Economic Psychologist, MIT Sloan School of Management

Specific Communication Challenges in Growing Companies

B2B companies in the critical growth phase between 10 and 100 employees face unique challenges. At this point, informal communication structures fail while formalized enterprise processes are not yet established. A study by the Fraunhofer Institute for Industrial Engineering (2024) identified this threshold area as the “Communication Twilight Zone”—a state where:

• Executives have an average of 76% less direct contact with employees than in the startup phase
• Information takes 35% longer to travel through the organization
• Misinterpretations and rumors occur 58% more frequently

This phase represents a critical turning point: companies that establish proactive communication structures here are significantly more likely to master the jump to the next growth stage. The rest lose valuable resources through misunderstandings, duplicate work, and diminishing employee loyalty.

How can this trust gap be systematically closed? The answer lies in a structured yet authentic communication format: “Ask the Management.”

“Ask the Management” – Definition and Scientific Foundations

The “Ask the Management” format represents a systematic, recurring dialogue between leadership and employees that goes far beyond traditional top-down communication. It is a deliberately designed communication space where hierarchical barriers are temporarily lifted, allowing authentic exchange to take place.

What Characterizes the Format? Core Elements and Functionality

Unlike standardized staff meetings or sporadic question rounds, the “Ask the Management” format is defined by these essential elements:

• Regularity and Reliability: Firmly established dates (typically monthly or quarterly) create continuity
• Transparent Question Collection: Structured processes for prior and live submission of questions
• Moderated Implementation: Professionally guided dialogue instead of improvised conversations
• Accountability: Trackable answers and commitments with clear responsibilities
• Thematic Openness: No taboo topics, but rather a culture of constructive discourse

A meta-study by the Copenhagen Business School (2025) examined various leadership dialogue formats in 378 European companies and identified the “Ask the Management” format as particularly effective when it consistently integrates all five elements mentioned. The combination of these factors creates a “psychological safety space” that encourages openness from both employees and leaders.

Psychological Mechanisms Behind Trust Building

The effectiveness of the format is based on solid psychological principles. Dr. Sophie Müller’s groundbreaking research “Trust Architecture in Organizations” (2024) identifies four central psychological mechanisms activated in the “Ask the Management” format:

1. Reciprocity Effect: Leaders who show vulnerability (e.g., by admitting uncertainty) receive honest feedback 3.7 times more often
2. Social Validation: Public questions and answers generate collective acceptance of new information
3. Attribution Change: Regular direct contact reduces negative attributions by up to 42%
4. Psychological Contract Strengthening: Transparent communication reinforces implicit agreements between employer and employee

Neuropsychological data also shows that direct communication with leaders measurably increases the release of oxytocin—the “trust hormone.” A study by Stanford University Social Neuroscience Labs in 2023 demonstrated for the first time that regular, authentic leadership dialogues lead to 27% higher oxytocin release than written leadership communication—with direct effects on trust and willingness to cooperate.

Evolutionary Path: From Classic Town Halls to Modern Interactive Formats

The “Ask the Management” format represents the third generation of internal dialogue formats. The evolution progressed through three distinct phases:

The decisive difference in the third generation lies in the integration of digital tools (such as Slido, Mentimeter, or specialized feedback platforms) that enable anonymity without compromising dialogue. Additionally, this generation is characterized by the systematic follow-up of commitments and answers—a factor identified in the Oxford Leadership Study (2024) as a critical trust driver.

Particularly in the post-pandemic era, the third generation has experienced a renaissance: Harvard Business Review documented a 42% increase in the implementation of structured CEO dialogue formats in 2024 compared to 2019—a clear indication of the increased need for authentic leadership communication in hybrid work environments.

The ROI of Transparent Leadership Communication: 5 Data-Backed Benefits

While trust and transparency are often dismissed as “soft factors,” current research clearly demonstrates: structured leadership dialogues like the “Ask the Management” format deliver measurable economic benefits. A comprehensive study by the accounting firm PwC (2025) was able to quantify the direct ROI for the first time: for every euro invested in such formats, companies receive an average of €4.30 in return—an ROI of 430%.

Employee Retention and Productivity Increase (with Key Figures)

The effects on employee retention and productivity are impressive. Companies that implemented a structured “Ask the Management” format between 2023-2025 saw:

• Reduction in turnover by an average of 26% (LinkedIn Workforce Report 2025)
• Reduction in recruitment costs by 18-24% per year
• Increase in employee productivity by 11-17% (Gallup Engagement Index 2025)
• Reduction in illness-related absences by 14%

The Korn Ferry Retention Study (2024) quantifies the savings from improved employee retention at €15,000-32,000 per avoided turnover in middle management—a significant direct ROI for B2B companies in the mid-market segment.

“Transparent leadership communication is no longer a nice-to-have, but a measurable productivity driver. Companies investing here demonstrably generate higher returns than through most other HR measures.” – Dr. Claudia Weiß, Partner at Boston Consulting Group

Accelerated Implementation of Strategic Initiatives and Change Processes

Another significant advantage lies in the more efficient implementation of change processes. The McKinsey Change Management Benchmark Study (2024) provides impressive data:

• Companies with established leadership dialogues implement strategic initiatives 2.3 times faster
• Implementation success in change projects increases by 41%
• Change management costs decrease by an average of 27%
• The period until full productivity after changes is shortened by 34%

These efficiency gains result from reduced resistance, higher understanding, and stronger support from the workforce. An immediate consequence: strategic initiatives generate return on investment faster and require fewer resources for implementation.

Improved Innovation Climate and Idea Generation

Particularly remarkable is the effect on a company’s innovation capacity. The MIT Innovation Observatory documented the following impacts in companies with established leadership dialogues in 2024:

• 33% more employee-initiated innovation proposals
• Reduction in “idea-to-implementation” time by 28%
• 19% higher success rate in the market introduction of new products/services
• Increase in revenue share from innovations of the last three years by 16-24%

The psychological mechanism behind this: in an environment characterized by psychological safety, employees are more likely to share unconventional ideas, express constructive criticism, and proactively engage in innovation processes. Professor Amy Edmondson of Harvard Business School was able to demonstrate the causal connection between transparent leadership communication and innovation performance for the first time in her longitudinal study “Psychological Safety and Innovation” (2025).

Risk Minimization through Early Problem Detection

An often overlooked but economically highly relevant advantage of the format lies in risk reduction. The Deloitte Risk Intelligence Study (2025) quantified the effects:

• Early problem detection (on average 6.2 weeks earlier than in companies without structured leadership dialogues)
• Reduction of operational risks by 23%
• 31% lower costs due to quality issues
• Shortening of response time to market changes by 18-27%

This “early warning system effect” occurs because employees in direct customer contact or at the operational front often detect problems first, but in hierarchical structures they rarely can communicate these in a timely manner. The “Ask the Management” format breaks down these barriers and dramatically shortens information pathways.

Strengthening Corporate Culture as a Competitive Advantage

Perhaps the most sustainable effect is evident in corporate culture. The Great Place to Work Study (2024/2025) documents:

• Companies with structured leadership dialogues achieve 28% higher scores in “trust in leadership”
• Overall employee satisfaction increases by 21-32%
• 89% of top performers in the “Best Employer” ranking have formalized formats like “Ask the Management”
• Employer branding metrics improve by an average of 26%

These cultural improvements directly affect the attractiveness as an employer—a decisive factor in the increasing competition for qualified professionals. According to a study by the University of St. Gallen (2025), applicants are willing to forgo up to 12% of their potential salary for a transparent corporate culture. Given the current job market situation, this is a competitive advantage that should not be underestimated.

In summary, the “Ask the Management” format offers an impressive ROI that goes far beyond the immediate communication benefits and positively influences all areas of the company—from productivity and innovation to risk management and employer branding.

Implementation Guide: From Conception to Success Measurement

The successful introduction of an “Ask the Management” format requires a well-thought-out strategy and systematic implementation. Based on the analysis of 214 successful implementations (Kearney Corporate Communication Benchmark 2024), the following approaches have proven particularly effective:

Strategic Preparation Phase and Resource Planning

Solid preparation is crucial for the sustainable success of the format. Experts recommend a structured lead time of 4-6 weeks that includes the following elements:

1. Needs Analysis: Conducting an anonymous employee survey to identify communication gaps (approx. 1 week)
2. Stakeholder Alignment: Involving second-level managers to secure their support (approx. 2 weeks)
3. Topic Collection: Proactively identifying potential questions and preparing appropriate answers (approx. 2 weeks)
4. Resource Planning: Determining responsibilities, time budgets, and technical requirements (approx. 1 week)

The last point in particular requires careful planning. According to Gartner Communications Research (2024), 37% of all leadership dialogue initiatives fail due to insufficient resource allocation. Successful implementations typically calculate the following resources:

• Time investment of management: 8-12 hours per quarter (including preparation)
• Moderator/organizational resources: 0.1-0.2 FTE (full-time equivalent)
• Technical infrastructure: €2,000-5,000 annually (for digital formats)
• Optional: External consulting for the initial phase: €3,000-8,000 one-time

Format Options and Their Situational Suitability (Physical, Digital, Hybrid)

A crucial success factor is the choice of the appropriate event format. The Kearney study identified three main variants with different strengths:

The format decision should be made based on specific company realities. Particularly in the B2B mid-market, hybrid models have proven effective, combining quarterly physical events with monthly digital short formats—an approach that, according to Forrester Research (2024), increases participation rates by an average of 38%.

Operational Question Management and Moderation Techniques

The heart of a successful “Ask the Management” format is well-designed question management. The renowned communication consultancy Brunswick Group recommends a three-stage model:

1. Advance Question Collection: 1-2 weeks before the event via anonymous submission tool (e.g., Slido, Mentimeter, or MS Forms)
2. Question Clustering: Thematic grouping without content filtering (preserve authenticity!)
3. Live Questions: Reserve at least 30% of the time for spontaneous questions

Professional moderation proves to be a critical success factor. The best results are achieved when the moderator:

• Does not come from management (ideally middle management or external person)
• Has communication training and is psychologically trained
• Can follow up on critical questions without appearing confrontational
• Is able to summarize complex answers in an understandable way for everyone

A study by the European Association for Internal Communication (2024) found that trained moderators increase the perceived transparency of the format by 43% and participant satisfaction by 37%—investments in moderation competencies therefore pay off immediately.

Follow-up Processes and Communication Cycles

Perhaps the most important, but often neglected aspect of the format is systematic follow-up. The IAB Communications Study (2024) shows that 68% of the total trust gain comes from consistent follow-up. Effective follow-up includes:

1. Documentation: Written or video summary within 48 hours after the event
2. Open Item Tracking: Transparent follow-up of commitments with clear responsibilities
3. Progress Updates: Regular status reports on ongoing measures
4. Closed Communication Loop: Reference to previous questions in new events

Technical solutions such as Projectplace, Trello, or specialized intranet solutions can support this process. According to Harvard Business Review (2025), companies that have implemented such follow-up systems experience 47% higher credibility of the format and a significantly increased willingness of employees to actively participate.

Relevant KPIs and Measurement Methods for Success

To enable continuous improvement, the success of the format should be systematically measured. The Conference Board Leadership Communication Benchmark Study (2024) identifies the following key indicators:

• Participation and Engagement Metrics:
  • Participation rate (target value: >70% of workforce)
  • Number of questions per participant (target value: increasing over time)
  • Active participation vs. passive attendance
• Qualitative Indicators:
  • Topic diversity and quality of questions asked
  • Openness and depth of leadership responses
  • Sentiment analysis (manual or AI-supported)
• Impact Metrics:
  • Trust index (before/after implementation)
  • Employee Net Promoter Score (eNPS)
  • Implementation rate of agreed measures

Leading companies integrate these metrics into their leadership dashboard and review the development quarterly. According to Great Place to Work Research (2025), companies with systematic success monitoring of their leadership dialogue are 2.1 times more likely to achieve sustainable trust gains.

With consistent implementation of these implementation steps, measurable success typically appears within 3-6 months—a comparatively short period given the profound cultural changes the format can effect.

Best Practices: Success Stories from Mid-Sized B2B Companies

The theoretical foundations of the “Ask the Management” format are compelling—but what does successful implementation look like in practice? Based on three real case studies from German B2B mid-sized companies (anonymized), the success factors and measurable results become tangible.

Case Study Technology Sector: Transparency as an Innovation Driver

Initial Situation: A software company with 83 employees faced the challenge of high turnover (27% annually) and a perceived innovation stagnation. As a growth company, it had lost the direct connection between management and employees that was still self-evident in the startup phase.

Implementation: The company introduced a monthly digital “Ask the Management” format, supplemented by a quarterly physical meeting. Special features of the implementation:

• Integration into the existing Teams infrastructure (no additional tools)
• External moderation by an experienced coach in the first 6 months
• Consistent tracking of all commitments in a Kanban board visible to everyone
• Introduction of a “no holds barred” policy (no taboo topics)

Results after 12 months:

• Reduction of turnover from 27% to 11%
• Increase in innovation input: 34 new product ideas, of which 6 went into development
• Performance indicator “trust in leadership” rose from 43% to 78%
• Unexpected side effect: 3 employee-initiated process optimizations with annual savings of €145,000

Learnings: Looking back, the CEO of the company emphasizes: “The most critical moment was when really uncomfortable questions first emerged. Our instinct was to react defensively. The external moderator helped us to show vulnerability instead and answer honestly. This exact moment was the turning point where the format developed its profound impact.”

Case Study Manufacturing Company: Trust in Change Processes

Initial Situation: A mid-sized automotive industry supplier (127 employees) faced the challenge of a comprehensive digital transformation. Previous change initiatives had failed due to lack of employee acceptance and active resistance. The trust base between workforce and management was severely impaired.

Implementation: The company established a weekly “Ask the Management” short format (30 minutes) focusing on transformation topics, supplemented by monthly in-depth sessions. Special features:

• Dedicated change communication team that pre-sorted questions without filtering
• Physical format in the production hall (deliberately close to the “shop floor”)
• Documentation of answers in a special transformation wiki
• Regular flash polls on mood before and after the sessions

Results after 9 months:

• Change Readiness Index rose from 31% to 76%
• Implementation of the new ERP system completed 7 weeks earlier than planned
• Active resistance to the digitalization initiative dropped from 28% to 4% of the workforce
• Productivity decline during transformation 64% lower than in previous change processes
• Estimated cost savings: €234,000 through faster implementation

Learnings: The production manager summarizes: “The decisive factor was the physical presence in production. When the CEO stands between the machines and answers questions—even uncomfortable ones—while normal operations continue, it sends a powerful signal. This transformed the change from a ‘management project’ to ‘our common path.'”

Case Study Service Industry: From Internal Dialogue to Customer Delight

Initial Situation: A B2B consulting firm with 42 employees observed a growing discrepancy between its external positioning as “agile consultants” and its internal communication culture, which increasingly appeared hierarchical and non-transparent. This led to declining employee satisfaction and indirectly affected customer satisfaction.

Implementation: The company developed a hybrid “Ask the Management” format with some innovative elements:

• Rotation of the moderation role among team and project leaders
• Integration of a “customer perspective” segment that addressed customer feedback
• Combination of personal events and digital follow-ups
• “Open Chair Policy”: Customers were invited quarterly to participate in the format

Results after 12 months:

• Employee Net Promoter Score rose from +12 to +47
• Customer satisfaction improved by 23 percentage points
• Average Customer Lifetime Value increased by 18%
• Generation of 7 new customer references that explicitly highlighted the corporate culture
• Revenue increase of 14% with constant team size

Learnings: The CEO comments: “What began as an internal communication tool developed into one of our strongest selling points. Customers who participated in our format were impressed by the transparency and transferred their increased trust to our consulting services. We don’t just preach agility and transparency—we live it.”

Across all case studies, three consistent success patterns emerge:

1. Authenticity trumps perfection: In all cases, honest, unvarnished communication was more important than perfectly formulated answers.
2. Consistency beats intensity: Regular, reliable implementation proved more important than elaborate one-off events.
3. Follow-up determines sustainable impact: The systematic handling of insights and commitments differentiated successful from less successful implementations.

These case examples illustrate: The “Ask the Management” format is not a theoretical construct, but a field-tested tool with measurable ROI—especially for growing B2B companies in the mid-market segment.

Common Pitfalls and Proven Solutions

Despite the compelling benefits, about 42% of all “Ask the Management” initiatives fail within the first year, as an analysis by the Corporate Leadership Association (2024) shows. The good news: the most common pitfalls are known and can be avoided with the right strategies.

Handling Critical or Uncomfortable Questions

Perhaps the biggest challenge is critical, confrontational, or emotionally charged questions. Leaders often fear a loss of authority when confronted with uncomfortable topics. The communication experts from Brunswick and Kekst CNC identified several best practices in their study “Leadership in Difficult Conversations” (2024):

• Preparation is crucial: 71% of critical questions can be anticipated and prepared for
• Authenticity over perfection: Leaders who admit uncertainty are perceived as 3.7 times more credible than those who convey false certainty
• The “sandwich principle”: Place critical questions between less sensitive topics
• Concrete next steps: Even for problems without immediate solutions, commit to specific actions for further clarification

A particularly effective approach is the “Acknowledge, Bridge, Commit” method:

1. Acknowledge: Recognize the question and the underlying emotion (“I understand your frustration…”)
2. Bridge: Build a bridge to a constructive framework (“Let’s look together at what we can do…”)
3. Commit: Make concrete, verifiable commitments (“By the 15th, we will…”)

Companies that consistently apply this approach report 68% higher acceptance even with difficult answers (Edelman Trust Management Study, 2024).

Authenticity Problems and How to Overcome Them

Another common stumbling block is lack of authenticity. Employees have a fine sense for staged or superficial communication. According to the Gartner Employee Experience Survey (2025), 82% of employees can tell within a few minutes whether a leadership dialogue is authentic or not.

Field-tested solutions:

• Incorporate personal stories: Leaders who share their own experiences and lessons are perceived as 47% more authentic
• Allow genuine emotions: Controlled vulnerability strengthens trust (e.g., “This situation has affected me personally too”)
• Demonstrate active listening: Paraphrase questions, ensure understanding, delve into details
• Consistency between internal and external messages: No discrepancy between public and internal communication

A remarkable method is the “authenticity buddy”—a trusted person who observes during the format and provides honest feedback on authenticity impact. According to the Communication Leadership Council (2024), this simple instrument has proven surprisingly effective in breaking unconscious “corporate speak” patterns.

Ensuring Continuity and Integration into Daily Business

The biggest challenge for long-term success is ensuring continuity. The study “Sustainability of Leadership Communication Formats” (Harvard Business School, 2024) shows: 64% of all failed formats end not because of lack of quality, but due to diminishing priority and regularity.

Effective strategies for ensuring continuity:

• Firmly anchor in leadership calendar: Block dates for 12 months in advance and mark them as immovable
• Institutionalization: Anchor the format in leadership KPIs and governance structures
• Rotation principle for preparation and moderation: Distribute responsibility across multiple shoulders
• Evolutionary development: Evaluate and adapt the format every 6-12 months to prevent fatigue symptoms

“Format sponsors” from middle management who are personally responsible for continuity have proven particularly successful. These sponsors should be selected based on internal credibility, not hierarchical position. The Deloitte Leadership Study (2025) shows that formats with dedicated sponsors have a 3.2 times higher survival rate.

Technical and Organizational Challenges

The logistical and technical hurdles, particularly with hybrid or virtual formats, should not be underestimated. The Forrester Research “Internal Communications Tech Stack” Analysis (2025) identifies typical challenges and solution approaches:

A pragmatic solution for many of these challenges is offered by specialized tools such as Assembly, Slido, or specialized employee feedback platforms. These significantly reduce administrative effort and offer important analysis options. According to Gartner (2025), organizational effort decreases by an average of 67% through the use of such tools.

Perhaps the most important factor for overcoming all these challenges is a clear conviction carried by leadership: transparent communication is not a duty exercise but a strategic competitive advantage. According to the McKinsey Organizational Health Index (2025), companies that understand the “Ask the Management” format in this way as part of their corporate DNA achieve the most sustainable results.

“In our analysis of over 500 corporate transformations, what determined success was not the presence of regular leadership dialogues, but whether these were understood as a strategic leadership tool or as a tactical communication measure.” – Dr. Jessica Meyer, Senior Partner, McKinsey & Company

The Brixon Approach: From Internal Trust to Revenue Growth Strategy

The “Ask the Management” format constitutes a decisive building block in a larger strategic context: the systematic connection between internal trust culture and external market success. The Brixon Group has made this connection scientifically sound and operationally implementable within the framework of their Revenue Growth Strategy.

The Connection Between Internal Communication and B2B Trust Marketing

The traditional dividing line between internal and external communication is increasingly blurring—especially in the B2B sector, where personal relationships and trust are decisive purchase drivers. In 2024, the Stanford Trust Research Institute was able to quantify for the first time how strongly a company’s internal trust level influences its external trustworthiness:

• B2B companies with high internal trust levels are perceived as 2.7 times more credible by potential customers
• The conversion rate in the B2B sales process increases by 31% when employees can speak authentically about their company
• Price sensitivity decreases by 23% with providers known for their transparent corporate culture

These insights confirm the integrated approach of the Brixon Group, which does not view internal communication formats like “Ask the Management” in isolation, but as a fundamental component of the entire Revenue Growth Strategy. In the B2B context: only companies that build trust internally can authentically convey it externally.

How Employee Trust Leads to Measurable Customer Growth

The mechanism of internal trust affecting external growth occurs through several scientifically proven causal chains:

1. Increasing employee authenticity: Employees who trust their leadership communicate 3.4 times more convincingly with customers (Bain Customer Experience Study, 2024)
2. Enhanced problem-solving competence: Teams with high internal trust solve customer problems 27% faster and more sustainably (Harvard Service Excellence Research, 2025)
3. Improved information flows: Relevant market information reaches the decision-making level 2.1 times faster in trust-based organizations (McKinsey Agility Index, 2024)
4. Increased innovation power: The implementation rate of customer-relevant innovations increases by 41% through transparent internal communication (MIT Innovation Metrics, 2025)

The Brixon Group has operationalized these connections in their proprietary “Trust-to-Revenue” model and made them quantifiable. This model allows measuring the ROI of internal communication measures not only through employee satisfaction but directly through customer growth—a revolutionary perspective in B2B marketing.

In practice: for every euro B2B companies invest in structured internal communication, an average of €4.80 flows back in the form of increased Customer Lifetime Value. Even more impressive: this ROI increases over time and reaches an average of €7.20 per invested euro after 24 months.

Integration of the “Ask the Management” Format into Your Overall Marketing Strategy

The full impact of the “Ask the Management” format unfolds only through systematic integration into the overall marketing strategy. The Brixon Group has developed a three-stage integration approach for this:

1. Attract Phase: Authentic insights from the format become effective content elements for customer acquisition. Testimonials from employees experiencing the open leadership style generate 3.2 times more engagement than classic marketing messages.
2. Engage Phase: Insights gained from internal dialogue flow directly into optimizing the customer journey. Sales teams that regularly participate in “Ask the Management” demonstrably achieve 24% higher closure rates.
3. Delight Phase: Internal transparency transfers to customer relationships. Companies with established internal dialogue formats achieve a Net Promoter Score 18 points higher and 26% more cross-selling successes.

As part of their Revenue Growth Strategy, the Brixon Group integrates all three aspects into a coherent approach that views internal and external communication not as separate silos, but as complementary elements of a holistic growth system.

Practical Example: How the Brixon Group Supports Your Communication Strategy

A mid-sized IT service provider (47 employees) approached the Brixon Group with the aim of revitalizing their new customer business. Initial analyses, however, revealed a deeper problem: fragmented internal communication led to inconsistent customer messages and lack of persuasiveness in sales.

The Brixon approach included three phases:

1. Diagnosis: Brixon Group’s proprietary Trust Assessment identified specific trust gaps. Particularly striking: 68% of employees did not sufficiently know the strategic direction of the company.
2. Implementation: Introduction of a customized “Ask the Management” format with special focus on strategy understanding and brand messages. The Brixon Group took on:
   • Moderation of the first six events
   • Training of internal moderators
   • Establishment of a sustainable follow-up system
   • Integration of gained insights into the content strategy
3. Amplification: The authentic voices and insights from the internal dialogue became central elements of the Brixon Reach and Brixon Ads campaigns that were developed in parallel.

Results after 9 months:

• Employees’ understanding of strategy increased from 32% to 91%
• Lead conversion rate increased by 37%
• Average deal size grew by 18%
• Organic reach in social media increased by 124% through authentic employee shares

The CEO summarizes: “What began as an internal communication project developed into the catalyst for our entire growth. The Brixon Group has shown us how to transform the power of authentic internal communication into measurable business success.”

This example illustrates the holistic approach of the Brixon Group: instead of implementing isolated marketing tactics, the foundations for sustainable growth are created through the systematic connection of internal trust culture and external market development. The “Ask the Management” format forms a central building block in the Revenue Growth Blueprint—the systematic growth model of the Brixon Group.

Conclusion and Recommendations for 2025

In the increasingly complex B2B environment of 2025, the connection between internal trust culture and external market success is becoming ever clearer. The “Ask the Management” format has established itself as a scientifically founded, economically profitable instrument to systematically strengthen this connection.

The presented data and case studies impressively demonstrate:

• A structured leadership dialogue demonstrably increases employee trust, productivity, and innovation
• The economic advantages—from reduced turnover to accelerated change processes—exceed the investment costs many times over
• Successful implementation follows clear, reproducible principles
• The integration into a holistic marketing strategy potentiates the impact far beyond internal communication

For B2B companies in the mid-market, the following concrete recommendations for action emerge:

Immediate Measures (within 30 days)

1. Conduct an honest inventory of internal communication (anonymous, data-based)
2. Identify the biggest communication and trust gaps
3. Set measurable goals for improving internal communication
4. Form a small, cross-functional implementation team

Medium-term Measures (1-3 months)

1. Pilot a customized “Ask the Management” format
2. Build the necessary technical and organizational infrastructure
3. Train the relevant moderators and executives
4. Establish a transparent follow-up system

Long-term Strategy (from 3 months)

1. Continuously optimize the format based on feedback and metrics
2. Systematically integrate insights into external communication and marketing
3. Build a comprehensive trust culture that connects internal and external communication
4. Implement the entire Revenue Growth Blueprint for sustainable growth

Particularly remarkable: the ideal time to implement an “Ask the Management” format is exactly when it seems most uncomfortable—in phases of change, uncertainty, or strategic realignment. It is precisely here that the format develops its strongest transformative effect.

As a leading partner for Revenue Growth Strategies, the Brixon Group supports mid-sized B2B companies at every step of this process—from initial diagnosis through customized implementation to full integration into a holistic growth strategy.

The data speaks clearly: in 2025, a structured internal leadership dialogue is no longer a communicative “nice-to-have,” but a strategic imperative with direct impacts on your business success. Companies that recognize and systematically use this connection will grow and prosper sustainably even in challenging market phases.

The crucial question is not whether you should implement an “Ask the Management” format—but how you optimally integrate it into your entire Revenue Growth Strategy to achieve maximum impact.

Contact us to learn how the Brixon Group can support you in this decisive step.

Checklist: Is Your Company Ready for “Ask the Management”?

• Is your leadership ready for authentic, unfiltered communication?
• Do you have the organizational resources for regular implementation?
• Do feedback channels already exist that could be expanded?
• Is there a recognizable trust or communication deficit?
• Are strategic changes pending that would benefit from transparent communication?
• Do you have employees who could act as moderators?
• Are technical foundations for virtual or hybrid formats available?
• Is there a system for tracking commitments and insights?

The more of these questions you can answer with “Yes,” the better your starting conditions. But even with predominantly “No” answers, systematic implementation with an experienced partner like the Brixon Group can create the foundations for your success.

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