
Are Surveys Hiding More Than They Reveal?
And the Survey Says….
Who cares, really? Surveys do carry gravitas—I get it. The social animal in us wants to know what the herd thinks. But honestly, the gap between a statistic and genuine truth is like the distance between Mt. Everest’s peak and the Mariana Trench.
For example: Almost 80% of people say they're comfortable talking to their leaders, yet over 70% admit they won't tell the truth about how they think and feel at work. At first glance, this data seems obvious, but is it?
Let’s explore this further—Ok, so if any one of us are considered a leader who is not being told the truth most of the time—then we are likely running around making decisions and assumptions on faulty information. On the other hand, as employees, there is no way in the world I want to risk telling leaders the full truth - they might view me as an unwanted critic, complainer or think I am a dissenter, instead of hey, I’m here and just want to make things better.
This is a Catch-22 here: Leaders make critical decisions based on distorted information because employees don't feel safe telling the truth. Meanwhile, employees won't speak up for fear their honesty might be viewed as dissent. It feels like no one can win.
I thought, what if I try to break these assumptions, not just as someone with a title - but human-to-human. So I approached each member of my team individually, asked for their help, that I truly wanted to be better for myself and for them. I invited honest feedback on how they viewed my leadership and communication styles. I asked them what worked for them, what didn’t, and how I could improve. I didn’t just ask questions, I really wanted to know - I showed care and curiosity in my inquisition.
I also knew that once wouldn’t be enough. I had to plant a seed to get them thinking about how they wanted their leader to show up, and work to open channels of comfort.
Over several months, I discovered things I'd never get from a survey:
- My enthusiasm, while creating excitement, could also dominate conversations, unintentionally silencing others.
- Under pressure, I unintentionally brought up stories from my past that inadvertently intimidated the team.
- Yet, my team loved direct honesty when it felt empathic - especially when I led with genuine curiosity and questions. This was when my team felt genuinely included, inspired, and self-motivated.
But something unexpected happened in this process. Our team felt safe sharing more openly, we all felt deeper trust and an increased commitment to each other and there was noticeable improvement in communication and productivity. Most importantly, I found a way I can help make work a better place.
Surveys are just a snapshot, mostly of attitudes and bias - they’re not a real reflection of truth -but we can use them for what they are - data. Change can happen when we challenge assumptions by engaging directly and openly and by exploring assumptions within ourselves. Then, genuinely seeking to connect with others.
Next time you see the phrase “research shows,” remember there’s an ocean of nuance beneath that statistical iceberg.
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