I came across this video today and I am sharing it because it helps to support some of the things that I talk to clients about. There is no relationship between Armin Trost and Orwell Independent/me. If you have ever conducted an employee survey, or canvassed your clients for their opinion, have a look. It is 5 minutes long.
https://www.youtube.com/watch?v=ttp71J-CoX0
Armin Trost argues that many stakeholder surveys (he concentrates on employees – I am widening the debate to all stakeholders) fail to deliver because organisations conduct surveys first, hoping to see potential (for improvements) in the data second, and then set targets third. He argues that this is back to front. Business leaders should think about the potential improvements first, think about what improvement might look like (targets), and THEN survey the relevant cohort.
There is a lot to be said for this approach, although I would add that its rigorous application may not suit all circumstances! There is another somewhat flippant reason to add to why surveys fail, and that is often because the previous one resulted in nothing; creating apathy, resistance, and even resentment among the target cohort.
Being close to your employees/clients/investors/supply-chain and their experiences of your business/organisation is a strong start. Thorough scoping and goal setting, including considering what you NEED (not what you WANT) to know comes next. Creating a tailored survey, specific to the target cohort and always focused on your goals, follows.
At Orwell Independent (where we always believe that a 3rd party expert generates the most candid and useful stakeholder feedback) we would add THREE crucial ingredients. There are actually 3 MORE that I feel are important but might save those for another time as 3 is a good number and we’re not baking an actual cake.
1. Don’t go anywhere near a stakeholder survey without having genuine intent to improve. A box-ticking exercise can be spotted a mile away.
2. Communicate thoughtfully with the survey cohort and explain that intent does not mean making promises. Articulate that changes will come if they are (for example) practical, widely beneficial, and commercially sound. Present the results, give realistic implementation targets, and tell people why you can't change the things you can't
3. Don’t just rely on survey data! Surveys get completed late at night, in a rush, on a wobbly bus, in a mood, or fortified by alcohol. Qualify and contextualise themes &issues by following up with face-to-face conversations or interviews. Consider applying a weighting mechanism to data-analysis to elevate the impact of strong opinions in your highest priority focus areas.
Orwell Independent helps organisations listen, or listen better, to their stakeholders. If you would like to have a chat about how we might be able to help, please get in touch.
