Throughout the presentation so far, you've presented information for the sake of education and informing your audience. Now that changes. When presenting to leadership teams, customers tend to use this presentation to single out focus areas that action will be taken against.
TIP: A slide on "if we did nothing, what would happen?" can help to get buy-in from reluctant audience members on the need for action. As an example, you might look at your retention question answers and turn your percentage favourable scores for each department into actual numbers of people. I.e., 50 people in Marketing don't see themselves here in two years time.
The presentation will automatically pull out the three questions recommended via our Focus Agent.
You can then encourage your audience to consider that and decide whether they want to act on something next. At this point it can be good to get them to reconsider the questions or areas identified earlier in the presentation and to then narrow that down to ONE primary thing they feel they can commit to understanding more and involving people and potentially resources in working towards some concrete actions on.
It's important to resist the temptation to find more things to work on. Most organizations will find even the change process in dealing with one major thing overwhelming. You can assure people that once they improve that they can then move onto one of the other areas anyway. The truth is that changing one major thing will often involve you in conversations and processes that themselves will be beneficial for your organization, and the greatest danger is diluting the impetus for action across too many initiatives.
Additionally, the process from here may also involve and allow for individual managers or teams to find their own additional or unique action areas. So the important thing is to get the leadership team involved in a Primary and (at most) a secondary focus. If they feel they can't do this within the presentation meeting it can still be powerful to have them commit to a timeline for deciding and communicating this.
Now you've covered the highs and lows it is time to turn to the questions identified by the driver analysis as those with the biggest potential impact on Engagement. Some of these may overlap with the highs and lows but they may be completely different questions.
We recommend showing the top 10 impact questions together as a group together with the scores for the questions. If you're not confident explaining what the analysis is and what you're looking at you should do some revision and we also recommend the following short description.
Driver analysis involves assessing how engaged each individual is and then looking at how they responded to other questions. So, when people above average on engagement (relative to everyone else in the organization) what other questions are they above average on? This can help us understand what things make people more or less engaged in our organization and what questions will give us the best chance for improving Engagement levels.
NB. You can have impact questions with high or low average scores because we assess how people respond versus the average. See here for more detail on this.
The final slide should again be a place to capture your thoughts on what are the biggest standout questions. Ask yourself and/or your audience if they notice any themes like questions on similar topics or drivers with relatively low scores that might provide a good opportunity for improvement. You should also consider which of the questions seem the most actionable or which would tie into existing strategic initiatives in place or being planned now anyway.