CATEGORIES: EMPLOYEE LISTENING

Don’t Skip the Survey: Why Listening Matters Most in Times of Strategic Change

When organizations pivot their strategy, leaders are often fully consumed with the work of redefining priorities, shifting resources, and making tough decisions. In the midst of this, an employee survey can feel like a distraction, pulling energy away from the urgent work of change.

But skipping the survey in these moments is a costly mistake. When strategy is shifting, employees are the ones who will ultimately bring it to life. Their insights can sharpen decision-making, and their sense of inclusion can determine whether change takes root or stalls.

The Hidden Risk of Silence

Leaders may believe that by pausing surveys, they’re protecting focus. In reality, silence breeds uncertainty. Without a clear channel to share their perspective, employees are left to fill the gaps themselves. The result?

• Isolation and doubt: Employees feel cut off from decision-making and unsure how they fit into the new direction.
• Rumors and distraction: In the absence of real answers, speculation takes over, undermining trust in leadership.
• Disengagement and turnover: People who don’t feel part of the solution are more likely to disconnect—or leave altogether.

The very outcomes leaders are trying to prevent by “saving time” on surveying end up costing more in lost productivity, morale, and talent.

Why Surveys Are a Strategic Tool, Not a Detour

During a pivot, the fear is often: “What if scores are bad?” But surveys don’t create dissatisfaction; they surface it. And in times of intense change, clarity about where employees are struggling is invaluable.

• Input that sharpens strategy: Employees on the frontlines see the impact of shifts sooner than leadership does. Their feedback helps refine rollout plans and identify unintended consequences.
• Faster adoption of change: People are more likely to buy in when they feel they’ve been heard and included.
• Clearer priorities: Even “negative” scores point to where leaders should focus communication, training, or support to accelerate progress.

In other words, surveys are not referendums on leadership; they’re a roadmap for making the pivot successful.

Moving From Distraction to Engagement

To get the most value, leaders should:

• Segment results to understand which teams or roles are most impacted by the change.
• Pair listening with visible action, sharing even small steps demonstrates that feedback is shaping the path forward.
• Communicate openly about why the survey matters now: not to critique the past, but to shape the future together.

As leaders, we have to stop assuming everyone expects us to have the answers and start engaging our teams in the conversation.

The Choice is Simple

As Lee Stroud, president of Newmeasures, puts it: “As leaders, we have to stop assuming everyone expects us to have the answers and start engaging our teams in the conversation.”

In times of strategic change, knowledge is power. Listening activities such as surveys turn uncertainty into usable insights and transform employees from bystanders into partners in the journey. Listening builds the trust and momentum leaders need to make their pivot a success.

The alternative (silence) guarantees isolation, disengagement, and resistance.

So, the next time the thought “We don’t have time to survey right now” arises, flip it. That’s precisely when you can’t afford not to.