In a pitch meeting this week I heard a familiar and reassuring message. Talking about timeframes and potential action points, a CEO of a B2C advisory business expressed concern about being able to implement change. “There is no point in asking our clients what they think if we don’t implement changes”, he said. Similarly, an MD with a large workforce told me “The boss doesn’t want to ask the question, because we can’t implement what we know they all want”.
Top marks to both for not falling into the ‘tick box’ trap. Sadly, some employers do conduct poorly communicated feedback surveys without any intention of learning from the results.
Is it that straightforward though? Is this about an obligation to act on feedback or a more nuanced intent to learn. At Orwell Independent we think there is a strong case for the latter. We believe the heinous crimes to be – poor messaging, inauthentic processes, no intent and, most of all, no acknowledgment, communication or follow-up.
We have described to some of our clients a ‘scale of success’ in relation to strong, well-crafted feedback processes. Insights and how to react to them will be different every time, but might appear on a scale like this.
1. Something that can and should be addressed/changed immediately (quick win).
2. Something that can and should be addressed/changed soon (med-term win).
3. Longer-term opportunity - management can explain timeframe and challenges (long-term win, debate managed).
4. Few practical opportunities despite popular support – management able to explain hurdles.
5. Discontent but with little or no possibility of change – subject tackled head-on, reasons why change is not forthcoming for practical, economic, regulatory, strategic etc. reasons explained (Debate/conflict, addressed and defused)
6. The process has facilitated candid & honest perspectives where views from the quiet (more considerate & strategic?) minority have been given an equal platform. (Feedback acknowledged. Approach met with approval)
7. Depending on the business/stakeholder – independent validation of the things you do well. Positive testimonial.
1-3 & 7are the most obviously compelling…but 4-6 are highly valuable and not to be underestimated.
In real terms a process might shake out 2 immediate action points, 3 items to tackle by Q1, something to consider for the 2026 financial year depending on whether the big office move actually happens, and a couple of absolute non-starters. That’s ok.
Business leaders aren’t forced to act on their stakeholder feedback, just as parents aren’t obliged to buy their children an expensive pair of trainers. Strategy, budget, practicalities, common sense and other factors inform whether and how to do so.
The risk is NOT in not acting as much as it is in asking, but not communicating.
