This is what success looks like: a case study

Early Peoplepie survey users are starting to run repeat surveys, so we are now learning the real impact Peoplepie has had on our clients' teams and businesses.

And the results are looking good!

One of our first users was a supplier of specialist products to the building industry with 30 employees organised into four teams. They face challenges from the impacts of global currency fluctuations, the entrance of lower priced competitors and online purchasing options. Their stretch goal was to reach $1m sales every month.

The business ran a Peoplepie survey as part of a strategy reset and used the results to inform and guide leadership action. Nine months later they ran a second survey and their results show remarkable success.

 
 

Motivation and driver scores across the business improved significantly. In particular, the Leadership and Manager scores have leapt up. I spoke with the GM to find out what they’d done to achieve such stunning results and to ask if there had been any corresponding improvement to their business results.

What actions did you take after your first survey?

"The first thing we did was to get the senior leadership team together to review the Peoplepie results. After each reading the report, we used the action planning process (RODA) to workshop what the scores meant, review the seven action drivers and make decisions about what actions we could and would take. The Peoplepie results fed directly into how we implemented our strategic business plan, influencing our approach and emphasising that to make the changes we wanted to, we would have to focus on better communication and improving how we were leading and managing our people.  The things we did included;

  • Developing our new Customer Service Promise with participation from all our people.  Small mixed employee groups work-shopped over a few meetings what the promise should be, how it was to be worded, its implications and final approval. Everyone in the business participated in the process and now ‘own’ the promises.
  • We began mentoring for senior leaders using a trusted external consultant familiar with our business to work on developing our leader skills and behaviours. We all meet with our mentor every month.
  • We modified our performance review process to ensure a more regular and consistent approach with a greater emphasis on setting goals and delivering on agreed action plans.  
  • Introducing an internal quarterly newsletter for everyone, with contributions sought from managers and employees. The newsletter is popular and has been well received.
  • Sharing real time business information with our people via regular briefing emails and presentations from the business owner and leaders. We are now very up front about our sales figures and how we’re performing financially and we also recognise people when they have a ‘win’ by naming them publicly."

Has there been any business performance improvement?

"Yes absolutely. The silo mentality operating between the teams has broken down, there’s more interaction and understanding. Our financial results have also improved;

  • Revenues are up 25% and
  • Margins have improved 7-8%
  • Monthly sales regularly exceed $1m

Customers are reporting that our ‘service’ is a real differentiator, and customers we had thought we'd lost are returning."

What’s next ?

"Our second survey has highlighted where we may need to make some specific changes at team level and has identified new priorities for us for the next six months.  It was good to repeat the survey to keep it top of mind and revisit the ideas it raised with our first run. Our staff know it and trust it now. And it really helps to guide how we implement our business strategy."

So this is what success looks like. An attentive team of managers who listened to their employees' views and acted swiftly.

What listening tools are you using to guide your actions?