Cox Enterprises Company Culture & Values

Tell us about a time when you were able to share feedback — either positive or negative — with your company. How was it received? Explain why you felt supported in sharing this feedback.
As someone who leads a B2B sales team in San Diego and has been with Cox for 17 years, I’ve seen how powerful employee feedback can be when there’s a culture that truly listens. A while back, I shared concerns about how frontline sales leaders were navigating change — especially around process updates and shifting expectations. I raised the need for more flexibility, better communication and greater trust in local leadership to adapt strategies in ways that worked for our teams.

What stood out was how open leadership was to hearing it. I wasn’t met with resistance or red tape — I was asked, “What would you do differently?” That’s when I knew I was being invited to not just give feedback but take ownership.

How did your employer take action on that feedback? What did these changes demonstrate to you as an employee?
Instead of a top-down solution, I was empowered to lead change in real time — whether that was piloting new approaches, customizing team rhythms or shaping local performance strategy. I was trusted to find what worked, report back and help others do the same. That’s real leadership — not just permission to lead but partnership.

It showed me that at Cox, if you have a perspective and the willingness to act on it, the company will give you the runway. Feedback wasn’t just welcomed — it was activated.

How does employee feedback influence your company culture and how you feel about your workplace?
When employees are given space to lead — especially in response to the feedback they’ve provided — they feel like they’re part of something bigger. That’s been my experience.

I’ve stayed at Cox for nearly two decades because I’ve been able to grow, speak up and drive change. Feedback is never just a suggestion here — it’s a signal. And when leadership sees it that way, people stay, contribute more and show up with purpose.

Senior Director of Employee Engagement and Experience Strategy Kristyn Brennan also shared the following with Built In: “At Cox, employee feedback isn’t just data — it’s a compass. It gives us a clear view into how our people are doing, what they need and where we can do better. That input helps shape everything from how we support career growth to how we have reimagined our approach to work flexibility. When employees see their voices reflected in meaningful change, they feel like they’re not just working at Cox; they’re helping shape its future. That’s why we keep employee feedback at the center of our decisions. It helps us evolve in ways that matter now, while creating a workplace where the next generation can thrive.”