By Joseph Grenny
It was time for the annual employee engagement survey and Daniel was eager to see the results from his team. He had a good rapport with his direct reports and had worked hard to foster a good vibe. He was sure his team’s positive scores would serve to show his higher-ups that he was a good leader—someone worth investing in for the long run.
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So, imagine Daniel’s surprise when the scores were in the toilet. Not only was he disappointed that his team members felt so disconnected, but he was confused how his perception was so far off. How could he and his reports see things so differently? What was wrong?
Unfortunately, Daniel’s story is typical of many organizations. A new study from VitalSmarts found an alarming gap between what managers say they want their company culture to be and what employees say is really valued by their bosses.
According to the study, leaders describe their culture as one of innovation, initiative, candor, and teamwork. But what employees feel is really valued is obedience, predictability, deference to authority, and competition with peers. When it comes to culture, management is out of touch with the day-to-day experiences of their employees.