Leadership Deep Dive Survey

Use the Leadership Deep Dive survey to understand whether your employees feel they’re listened to, understood, and supported in being successful by your leaders. From this survey, you’ll get a clear view of what more leadership can do to unite teams, and motivate them to succeed – and help connect your leaders to all the people in your organisation.

When to use this survey

• If your overall retention rate is poor

• After a change in leadership

• If you recently changed your vision and/or strategy, or during a business transformation program

• If you have encountered a low Leadership Score in your Organisational Fitness matrix

How the survey is scored

This Deep Dive survey addresses four criteria of Leadership indicator:

Vision & Strategy
Corporate Responsibility
Connected and
Behaviours

By listening to your employees along these key dimensions, you will understand if people are set up for success.

Asking 12 questions on a 5-point Likert scale, from strongly agree to strongly disagree, this Deep Dive first finds each survey respondents’ total score. This is based on the proportion of positive answers (‘agree’ and ‘strongly agree’). Accordingly, by combining these scores, the average over all respondents is calculated, deriving the overall Leadership score.

This survey also contains four open-text questions, to understand and add context to the scores and support your findings.

Introductory Text

At {our organisation}, we want to understand if our employees feel confident in our leadership's vision, strategy and resilience. Are leaders helping to deliver on corporate responsibility and are they connected to employees across {our organisation}?

Vision & Strategy

The Vision & Strategy dimension of Leadership explores if your employees are engaged with your vision and strategy, how they are encouraged by the leadership team, and feel confident and motivated by the leadership of the organisation.

The Vision & Strategy dimension is made up of the indicators: Motivation, Confidence, Resilience and an open-text question.

Indicator	Question	Rationale
Motivation	Senior leaders have a vision for {our organisation} that motivates me.	Employees feel motivated by the leadership team’s vision for the organisation.
Confidence	I have confidence in our senior leaders’ strategy for {our organisation}.	Employees know, understand, and believe in the leadership team’s strategy for the organisation.
Resilience	The leadership team are resilient and ready to respond to any future challenges.	Employees view the leadership team as resilient and responsive to challenges.
Open Text	What do you find most inspiring about {our organisation}’s vision and direction?	Asked to understand what elements of the leadership’s vision inspires your employees.

Corporate Responsibility

The Corporate Responsibility dimension informs you about how effectively leaders deliver sustainability in terms of personal welfare, the environment, and society.

The Corporate Responsibility dimension is made up of the indicators: Welfare, Environmental, Social and an open-text question.

Indicator	Question	Rationale
Welfare	The leaders of {our organisation} care about the welfare of the people who work here.	The leadership team shows genuine concern for the wellbeing of its employees.
Environmental	Our leaders are helping ensure {our organisation} is environmentally responsible and sustainable.	The leadership team actively advocates for environmental responsibility across the organisation.
Social	Senior leaders ensure {our organisation} contributes to the communities in which we operate.	The leadership team encourages and demonstrates social responsibility, considering the communities it works in.
Open Text	What more can we do as an organisation to be more sustainable (both environmentally and socially)?	Asked to understand how the organisation can improve sustainability in an environmental, social, and cultural sense.

Connected

The Connected dimension helps determine if your employees feel connected to the leadership team. Is the senior leadership team open, transparent, and connected with all employees?

The Connected dimension is made up of the indicators: Openness, Transparency, Employee Experience and an open-text question.

Indicator	Question	Rationale
Openness	Our leaders communicate openly with {their employees}.	The leadership team is honest with all its employees, communicating openly and effectively.
Transparency	Our leaders are transparent about what is happening in {our organisation}.	The leadership team is transparent about relevant updates and other information that impacts their employees.
Employee Experience	Leaders are aware of the daily experiences of {their employees}.	The leadership team is connected to the wider organisation, and aware of the day-to-day experiences of all their employees.
Open Text	What more can leaders do to be better connected to {their employees}?	Asked to understand how to improve the connection between leaders and employees.

Behaviours

The Behaviours dimension helps you understand how leaders’ behaviour sets the standard in the organisation. Do leaders drive change, reflect your organisation’s values, and are they seen as good role models?

The Behaviours dimension is made up of the indicators: Role Model, Values, Driving Change and an open-text question.

Indicator	Question	Rationale
Role Model	Our leaders are great role models for the people working in {our organisation}.	The leadership team sets a good example for all employees.
Values	Our leaders in {our organisation} reflect our values in their daily behaviours.	The leadership team reflects the organisation’s values in their day-to-day actions and behaviours.
Driving Change	We have leaders who lead the way when driving change for {our organisation}.	The leadership team are strong leaders who effectively drive change.
Open Text	What qualities do you admire about the leaders in {our organisation}?	Asked to understand what qualities your employees like to see in their leaders.