Why leaders and employees experience the survey so differently (and how to build a truly living development culture)

There is one sentence I’ve heard in almost every organisation I’ve worked with, regardless of industry or size:
“Nothing happens after the survey anyway.”

Interestingly, at the same time, I often hear from leaders:
“But we’ve done so much — yet no one seems to remember any of it?”

How can two experiences be so completely different?

The answer is simple:

• both sides are right.
• both sides are missing each other.

Let’s take a closer look.

Why employees feel that nothing is happening

1. Improvements go unnoticed — because they blend into the everyday

People adapt quickly to improvements.
When something begins to work better, it shifts from “new” to “normal” within a few weeks.
What once felt like a long-awaited development step becomes invisible and forgotten.

2. Developments are communicated once — when they need to be communicated “ten” times

A leader may share an update at a meeting.
But if employees were busy, if the meeting was long, or if the communication didn’t reflect different SDI preferences, the message won’t stick.

Information requires repetition — in different ways, at different times.

3. The survey happens once a year — but the dialogue doesn’t

Many workplaces put a lot of energy into a short period:
“Now we analyze! Now we discuss! Now things must happen!”
… and then everything fades back into everyday routines.

Over time, the survey feels like a yearly pressure valve, not an ongoing dialogue.

Why leaders feel that a lot is happening

1. They see all the work happening behind the scenes

Leaders know:

• which decisions were made
• which processes were adjusted
• how many smaller changes were implemented
• what has been handled in the management team
• the organization as a whole, not only their own unit
• what resistance had to be overcome

They have a completely different map than the employees.

2. They think in systems, structures and processes

Leaders often:

• see the bigger picture
• follow processes that extend beyond their own department
• monitor financial and operational metrics

Employees, meanwhile, base their perception on their own day-to-day reality — often coloured by workplace talk and shared frustration.

3. Leaders communicate in their own “language” — not in a way that speaks to the receiver

This makes improvements sound technical rather than human.
And what doesn’t feel human rarely feels like an improvement.

No one is wrong — we’re simply looking from different perspectives

The good news is:
These perspectives can be aligned.
The survey can feel meaningful.

And it all starts with two things: authenticity and presence.

Here’s how.

Solution 1: Create a living, coaching-oriented development culture

The survey should not be the start of development.
It should be a checkpoint within an ongoing dialogue.

A coaching approach makes this possible by:

• asking curious questions regularly
• creating open, safe 1:1 conversations
• involving the team in finding solutions
• making development a natural part of everyday work

The leader becomes an enabler — not the sole driver of change.

Solution 2: Involve and engage employees — don’t let everything fall on the leader

A common mistake in many organizations looks like this:

• employees answer the survey
• the leader analyses and often does not fully understand the feedback
• the leader tries to solve everything alone
• employees wait — and then feel nothing happens, or the wrong things happen

This creates passivity and disappointment.

Instead, do this:

• Set aside time. Go through the results together. Open the dialogue.
• Gather all ideas — large and small.
• What needs to happen first? Not everything can be done at once.
• Select the top 1–5 focus areas together. What? Why? When?
• Distribute responsibility. The team drives the development.
• The leader acts as facilitator — not project owner.
• Create a visible list with deadlines and responsible persons.
• Celebrate progress.

When everyone shares responsibility, everyone feels ownership.

Solution 3: Say it — again, again, and again

Repetition is the foundation of learning.

Here is a simple and highly effective method:

Create a visible “Yes List” of completed actions

• add every action — small or large
• review the list regularly in meetings
• publish it in internal channels
• display it visibly in shared spaces
• show the development over the year
• highlight people, teams and creative ideas
• celebrate progress together

This becomes clear evidence that the survey leads to real development.

Solution 4: Communicate using SDI — don’t miss “half” the room

 When presenting progress, improvements or ideas — speak in SDI terms.

For People-driven colleagues (Blue): warm, appreciative, focused on everyday impact
For Results-driven colleagues (Red): concise, direct, goal-oriented
For Structure-driven colleagues (Green): factual, detailed, logical, with clear processes
For Community/Flexibility-driven colleagues (Hub/NAV): background, togetherness, context and purpose

When information speaks to the receiver, they feel:
“Something is actually happening.”

Solution 5: Presence in everyday life — small steps that make a big difference

One of the most underestimated — yet most powerful — solutions have nothing to do with systems or meetings.
It’s about presence.

Being close, even when the physical distance is large.
Noticing the small things, not only the big ones.
Responding in the moment, not “when we get time later”.

When small positive behaviors — kindness, responsibility, creative suggestions — are acknowledged immediately, something shifts:
People feel seen.
The team feels momentum.
Engagement grows.

The opposite is also true:
When suggestions are dismissed as “not important”, initiative disappears.

A small story that says a lot

In one organization, we held open brainstorming sessions in each department. Everything was welcome — improvements, ideas, frustrations, dreams, practical wishes.

One suggestion was: “We would like new coffee cups.”

When I presented this to the management team, there were a few smiles. The proposals were noted, to be prioritized and resourced later.

At my next visit I asked: “What has happened since last time?”
The answer: “Nothing yet.”

“Not even the coffee cups?”
“No.”
“Why not?”
“It’s such a small thing. Anyone could just buy them.”

So, I asked:

• Who is authorized to decide?
• How much can someone spend?
• How does payment work?
• And most importantly: have you asked why this mattered to them?

They hadn’t.

This department meets customers daily.
They felt embarrassed serving coffee in mismatched, worn-out mugs.
It didn’t reflect the company’s image – and it didn’t feel professional.

This “small” request wasn’t about mugs.

It was about:

• professional pride
• identity
• belonging to something they wanted to represent

Here is the point:

What seems small from above can be big from within.
A small action can send a powerful message:
“It is worth speaking up here. We listen.”

A small sign of presence can build more culture than a long strategy document.

When people feel seen every week — they also begin to see progress.

Presence is not about physical proximity.
It’s about:

• curious listening
• asking why
• respecting even the small things
• acting quickly when possible — and explaining clearly when something cannot be done yet
• letting people feel: “My voice matters”

In a safe and present culture, small steps create the greatest transformation.

Summary: More is happening than you think — but it must be visible, felt, and shared

A survey rarely feels meaningless because of:

• lack of data
• lack of ambition
• lack of actions

It almost always comes down to:

• lack of respectful and trusting relationship
• lack of communication
• lack of involvement

When you build:

• a coaching culture
• genuine curiosity
• SDI-adapted communication
• shared responsibility
• visible and celebrated progress

… the experience changes completely.
The survey shifts from a yearly pressure release → to a natural part of the development journey.

Next part (3/5):

 “Poor leadership” — or unclear expectations?

We explore what “poor leadership” actually means, why leaders often feel lost — and how you as a leader can be clear, confident and growth-oriented without needing to be perfect.

PS!  Are you experiencing similar challenges in your organization? Feel free to reach out — let’s explore the solutions together. Win³ – for you, for your organization, for your customers

 PPS! Would you like to learn more about and implement the SDI “language” and the coaching approach in your organizations?

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