Why we founded Yootle

Every day, employees see their company from the inside: what’s working, what customers need, where the strategy gets muddled, which processes get in the way, and whether the products or services live up to their promises.

Companies that put Radical Candor and psychological safety into practice make it easier for employees to share what they see. If those candid perspectives already reach the people who can act on them, Yootle may not be what that company needs.

Elsewhere, employees keep those perspectives to themselves, share them in side chats, or discuss them in hushed tones around the water cooler. Some employers are comfortable leaving the conversation there. We founded Yootle for employers who aren’t: leaders who want open, candid perspectives but recognize that their workplace may not yet make speaking freely feel safe.

Yootle is designed to reduce the need for employees to trust their employer with identifiable feedback. A structured diagnostic, outside the company’s systems, gathers employee perspectives for a group-level report. Employers do not receive individual answers or a list of who participated. Reporting safeguards determine whether a report can be released, and employees receive the same report as their employer.

The aim is to bring those guarded perspectives into decisions about the company, without turning the exercise into a search for who said what.