Case Study Roundup

Listening & Feedback

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Case Study Overview

What Happens When Requested Staff Needs Are Identified, Then Not Addressed By Leadership

Read Time: 3 minutes

Client: Construction Company

Product: Culture 5 – 4 Check-Ins, 5 Questions, 120 days

Anxiety Rating: Concern

Staff Connecting: 32% Connecting

Value to Leadership

The discussion with leadership was twofold:

  • Pointed to the rising metrics around Anxiety, which is the leading indicator as a disruptor of a strong culture
  • Pointed out the rising Anxiety scores were resulting in Well Being scores being impacted; results moved from Managed to Concerned
  • Reminded leadership of the importance of communicating the Check In results with staff every 30 days

The executive coach working with the leader continued to re-iterate an approach of Listen, Care, Act:

  • Listen to what staff needs
  • Sincerely Care about what can be done
  • Taking a first step or an Action to address the above

Leadership Profile

  • This organization continued to work through 2020-2021 experiencing the same types of disruption & challenges other organizations did; working to stabilize staff levels, continuing to meet with the Board
  • The organization’s leadership (skilled CEO) felt they had been consistent in addressing staff concerns
  • Leadership wanted to learn what else they needed to do to provide staff support/ make improvements

Outcomes

  • The leadership team was impacted by the CEO attempting to address the demands of the Board versus the needs of staff
  • A series of circumstances happened that impeded the VP HR’s ability to respond to staff’s expressed needs; there was always a fire or shifting priorities
  • Leadership did not communicate the results of each monthly Check In with staff to demonstrate their input was valued; participation went from 64% to 27%

Requested Leadership Behaviors Expressed:

30 days:   Hold People & Teams Accountable
60 days:   Hold People & Teams Accountable
90 days:   Hold People & Teams Accountable
120 days: Hold People & Teams Accountable

Metric Goal

Culture Score = Contributing/ Performing
Well Being Index = Stable/ Energized
Anxiety Rating = Managed/ Minimal
Feelings Index (Connecting) = Higher % the better

 

Milestones

The executive coach consistently:

  • Pointed to the rising metrics around Anxiety, which is the leading indicator as a disruptor of a strong culture
  • Pointed out that the rising Anxiety scores were resulting in Well Being scores being impacted; results moved from Managed to Concerned
  • Reminded Leadership of the importance of communicating the Check In results with staff every 30 days

 

About the author

Will Gladhart
William Gladhart
Chief Marketing Officer