Data Show Implementation of Precision Leadership Survey in Conjunction With
12-Question Employee Engagement Survey Delivers Stronger Results
Effective leadership is critical in today's changing work environment. For any organization seeking lasting changes to its performance, operational practices and culture, the work must begin with leadership. That was the case for one of the 20th largest banks in America as they signed on with ADI to train more than 2500 bank managers in a behavior-based performance management system called Precision Leadership®. This training was part of a broader engagement that included coaching for senior leaders and upward feedback through ADI’s proprietary survey process.
Successful execution is by definition, top-down. Assessing the current impact and perceptions of the leadership team in any organization is an essential first step in driving future performance and, most importantly, Discretionary Effort™. The Precision Leadership® development process begins with a positive accountability system: ADI’s online Precision Leadership Survey. As ADI’s flagship survey, the Precision Leadership Survey (PLS) is typically used in conjunction with the implementation of our consulting methodology. The upward feedback provided through this survey gives specific guidance on management practices that those being managed or supervised find particularly effective, as well as those practices that get in the way of optimized performance.
Across various implementations, ADI has encountered the presence of other well-known surveys, as was the case with this large bank. This case study provides valid and reliable data that show how the Precision Leadership Survey can replace, or at least maximize, the impact of existing engagement surveys. Many of our clients have found success in conducting a well-known, global 12-question survey of employee engagement (herein referred to as Engagement Survey) in conjunction with the Precision Leadership Survey. By comparing the data across managers participating in both surveys, we performed the following statistical analyses which are summarized at the end of this document.
Regression Equation: Engagement Survey score = 2.07 + 0.480*PLS
R-sq Value: 40.3%
ANOVA F = 31.09 p < 0.001
It implies two scenarios (with 99.9% certainty):
Considering both the PLS and the Engagement Survey pinpoint the same aspects of the working environment as arranged by managers . . .
. . . we can state that the second implied scenario listed above is more relevant: What managers do to receive high PLS scores also produces high Engagement Survey scores.
Published January 21, 2011
Founded in 1978, and headquartered in Atlanta, GA, Aubrey Daniels International (ADI) works globally with a diverse spectrum of clients. We help accelerate the business and safety performance of companies worldwide by using positive, practical approaches grounded in the science of behavior and engineered to ensure long-term sustainability. ADI supports its clients in accelerating strategy execution while fostering employee engagement and positive accountability at all levels of their organization.