How to Get Your Executives Excited About Employee Surveys

For too long, the annual employee survey has been seen as a "check-the-box" HR activity. The results land on an executive's desk, they give it a quick scan, and then it gets filed away until next year. 

So, how do you get executives excited about employee surveys? 

Understand Their Mindset

The key is to stop focusing on the data and start focusing on the psychology of the person receiving it. The truth is, executives don’t need another report; they need a powerful tool for a competitive advantage. 

A leader with a fixed mindset about employee surveys may believe survey scores and even culture are static. They're often concerned with proving their competence or telling a positive message rather than learning, so they may see a survey as a threat or a test they could fail. A leader with a growth mindset, however, sees the survey as an opportunity. They believe that culture and leadership can be improved, and they view the data as a roadmap to get there.

By understanding what motivates your executives, you can tailor your message. For those who have a promotion approach, they want to gain and advance the company's position. Share how the results or survey design can help them drive innovation and change with a focus on how it can drive new conversations and achieve new heights. For those with a prevention focus, their goal is to avoid losses and maintain the current status quo. The survey can help them mitigate risks to retention, productivity, or business strategy.

Interested in learning more? Join Dr. Scott Brooks in our upcoming webinar.

Adapting the Program to Get the Right Attention

This isn't just about communication; it's about making sure your survey is designed to capture their attention.

Here are some considerations for where to start:

Ensure your survey questions are uniquely connected to the relevant business strategy and use the same language your leaders use.  Consider what topics your executives are talking about in meetings (i.e.,  innovation, customer experience, retention, regulatory compliance)

Instead of providing a report, show them how the data can help them address a specific challenge or problems that may need to be addressed, they weren't anticipating before it gets out of control.

Find your allies. Not all leaders will have the same mindset. Identify those with a growth or promotion approach and work with them as early adopters. Their success can serve as a powerful case study for the rest of the leadership team.

Target "Growable" areas. If you're measuring something that's already a perfect 10, executives won't see the value. Focus on the areas that have the most potential for positive improvement.

In the end, getting executive buy-in isn't about emotional pleas or wishful thinking. It's about a strategic approach that is grounded in psychology, data, and a clear understanding of what drives business decisions.

If you're intersted in transforming your Employee Listening Program, take a look at our complimentary Listening Program Self-Assessment. There are steps every organization can take to improve its listening program. Take the assessment and get your report with recommended actionable steps immediately.