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 the null hypothesis, basically "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 favorable 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, using a combination of favorability score, impact strength and comparisons where available. If you need a refresher on the impact analysis, see the Impact/Driver Analysis FAQs. Keep in mind, that the recommendations from our Focus Agent are based entirely on the data from your survey and don't include any business context on your end. Therefore you may need to alter the suggested areas with your own selections (ideally from other high impact questions).
You will be using this list of questions to encourage your audience to consider and decide what to act on next. It is important to consider the potential for practical improvement, quick wins and any ongoing initiatives that these areas could be linked 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 a large undertaking. 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.
The presentation also includes a slide hinting at different things you should consider while choosing a focus area.
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.
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.