The Leader Impact Survey

Fourteen workplace items on a 0 to 10 scale, covering how transparent leadership is about decisions, whether workload and recognition feel fair, whether people feel safe raising problems, work-life balance, growth, pay, and the day-to-day experience of being on the team. Open questions ask what is going well and what needs to change.

The result is two things at once: a group average on each item, and a map of how different clusters inside the same team are experiencing the same workplace. In practice, that map tends to be the finding that moves the room.

The survey runs during the workshop itself, usually at the lunch break, on phones. We get the responses before the afternoon starts, which means the group can look at its own data together in the second half of the day. Nothing waits for an inbox or an HR cycle.

Each respondent generates a short anonymous code from facts only they would know. The code is not tied to a name, an email, or a role. Months later, when the same leaders take the survey again, the code lets us match their first and second responses without ever identifying who they are.

That matters because group averages can hide movement. Matching individual responses lets us see whether the same person moved, not just whether the group as a whole shifted.

After the first survey, we write a report. The report names a small number of specific, numeric targets for the re-measure. A score on this item should be at or above this level. The size of this group should be this small. The gap between these two clusters should be this narrow. The targets go in the written report, dated, before the second survey happens.

Setting targets in advance is how we keep ourselves honest. When the re-measure comes in, the result is either met or not met against a number nobody could edit after the fact.