Summary: Manager Tools – "How To Action Engagement Survey Results – Chapter 3: The Questions, Part 7"

Release Date: October 9, 2023
Podcast Hosts: Mark & Mike (Manager Tools)
Main Theme:
This episode continues the in-depth discussion of how managers should interpret and act on their team’s engagement survey results. The focus is on specific communication-related survey questions and actionable ways to address them. Mark and Mike break down common pitfalls in survey interpretation, the realities of “autonomy” and “authority,” and how managers can foster clarity, connection, and trust with their teams—even when higher-level leadership is unhelpful or disengaged.

Key Discussion Points & Insights

1. Freedom, Autonomy, and Process

• Survey Question Analyzed: “As long as the job gets done, I have the freedom to work in a way that suits me.”
• Key Insights:
  • “Autonomy” is important for effectiveness, but the term “freedom” is inappropriate in a corporate context.
  • Overly broad interpretations of freedom can become an excuse for ignoring productive processes, leading to inconsistency and risk.
  • Some employees resist process, equating it with “micromanagement”—a stance the hosts adamantly challenge.
  • Processes and autonomy are not mutually exclusive; a dynamic balance is necessary.
  • Mark's classic retort to complaints of micromanagement:

    “If somebody said, ‘I feel like you’re micromanaging me, I want more freedom,’ I said, ‘Well, I can give you freedom.’” (05:29 – Mark)

  • Most teams are significantly undermanged, not overmanaged, despite perceptions.
  • Action: Ask your team how to provide more autonomy within necessary process boundaries, but anticipate some “whining.”

2. Contribution to Organizational Goals

• Survey Question: “I feel I am contributing toward the organization’s overall goals.”
• Key Insights:
  • Employees who feel connected to organizational objectives are more engaged and less likely to leave.
  • Feelings, though widely measured, are a slippery metric; behaviors are more reliable.
  • When discussing this topic, anchor questions on observable behaviors, e.g., “What can I do to help you feel more connected to our goals?”
  • Communicate the organization's goals clearly—even if upper leadership fails to do so.
  • Organizational expectations place responsibility for this communication on the manager, regardless of support from above.

  • “Organizational sandpaper occurs between the org’s goals and your team’s work.” (14:28 – Mark)

3. Job Clarity & Expectations

• Survey Question: “I have a clear understanding of what is expected of me at work.”
• Key Insights:
  • It’s a manager’s job to clarify expectations, and this usually doesn’t require exhaustive documents—just regular, trust-based communication.
  • Use one-on-ones and the feedback model to reinforce expectations effectively.
  • Detailed job descriptions are “largely a worthless administrative burden.” (18:13 – Mark)

  • “You don’t have to have this big elaborate plan… just frankly do simple management basics.” (18:04 – Mike)

4. Authority to Decide & Decision-Making

• Survey Question: “I am given enough authority to make decisions I need to make.”
• Key Insights:
  • Telling directs they can make decisions but requiring your approval is not real authority.
  • Increase trust by giving authority, step in only when something goes wrong.
  • Ensure work is documented and repeatable so others can step in if needed.

5. Job Descriptions

• Survey Question: “I have a very clear job description for my role.”
• Key Insights:
  • Most roles lack accurate or relevant job descriptions; jobs evolve too rapidly.
  • If required, let directs draft their own descriptions for your approval.
  • Avoid making this an unnecessary administrative task or outsourcing quality recruitment to HR.

  • “The best thing I have, the ultimate weapon I have as a manager, is the quality of my people. And the person who’s responsible for the quality of my people is me.” (22:50 – Mark)

6. Role Contribution & Communication

• Survey Question: “I can see how my role contributes to the success of the wider organization.”
• Key Insights:
  • Immediate managers are always partly responsible for making these connections explicit for their teams.
  • Don’t merely forward upper management emails; contextualize messages and explain their relevance to the team.
  • Build cross-team networks to interpret corporate messages and avoid being a “Chicken Little” if news is bad or ambiguous.

  • “Managers are not communicated to. We are communicated through.” (25:24 – Mark)

7. Workload Manageability

• Survey Question: “The volume of work I have is manageable.”
• Key Insights:
  • If you’re having regular one-on-ones, workload issues shouldn’t surprise you.
  • If not, address the problem by asking directly about workload balance and specifics.

8. Fairness of Targets and Standards

• Survey Question: “Taking everything into account, the targets and standards I am required to achieve in my work are fair.”
• Key Insights:
  • High performers usually rate this higher; persistent low ratings may indicate weak performance standards.
  • Increase performance communication and clarify standards using the feedback model.

9. Trust in Decision-Making

• Survey Question: “I feel that I am trusted to make my own decisions about how best to do my job.”
• Key Insights:
  • To improve trust, invest in one-on-ones and actionable feedback.
  • Ask your team what, if anything, undermines their sense of trust and decision-making authority.

10. Satisfaction with Work Allocation

• Survey Question: “I am happy with the way work is allocated in my part of the business.”
• Key Insights:
  • “Happy” is a vague and problematic term; focus on specifics about workload allocation.
  • Directly ask the team about what, if anything, is unreasonable or could be improved.

Notable Quotes & Memorable Moments

• On Overused “Micromanagement” Complaints:

  “There are some that say, well, that’s micromanagement, which is dumb. I mean, it’s just literally dumb.” (04:41 – Mark)

• On Feelings versus Behaviors:

  “Feelings have never been the purview of organizations. And because they’re not the purview of organizations, they’re not the purview of managers.” (11:23 – Mark)

• On Job Descriptions:

  “Job descriptions, I spew thee out of my mouth. I find them largely worthless administrative burden.” (18:13 – Mark)

• On Manager Responsibility:

  “Managers are not communicated to. We are communicated through.” (25:24 – Mark) “The best thing I have, the ultimate weapon I have as a manager, is the quality of my people.” (22:50 – Mark)

• On Pushing Authority Down:

  “Allow them the authority to make changes; when they make the right changes, give them positive feedback, and only get involved on the negative side.” (19:41 – Mark)

Timestamps for Important Segments

| Timestamp | Segment/Theme | |-----------|---------------| | 02:34–10:53 | Autonomy, freedom, and the limits of “do it your way” management | | 10:54–16:00 | Contribution to organization’s goals; connecting work to larger mission | | 16:00–18:47 | Clarity of expectations and feedback in day-to-day management | | 18:47–20:52 | Authority and micromanagement misconceptions | | 20:52–23:39 | Role of job descriptions—practical vs. administrative burden | | 23:39–24:59 | How roles contribute to organization, communication best practices| | 27:48–28:17 | Workload manageability insight and action | | 28:17–29:21 | Fairness of targets and standards | | 29:21–30:22 | Trust, feedback, and support for decision-making | | 30:22–30:54 | Work allocation and team satisfaction |

Conclusion

This episode zeroes in on how to interpret and tactically respond to engagement survey results, particularly those about communication, autonomy, clarity, authority, trust, and workload. Mark and Mike emphasize simple, direct management: frequent communication, meaningful feedback, and personal responsibility for team connection and understanding—rather than relying on bureaucratic processes or HR mechanics. The practical, candid (“no whiners”) tone is consistently clear: effective managers dig into the data, talk with their teams, and resolve issues—regardless of the broader organizational climate.