1. When one of your managers needs to give an employee hard feedback, what usually happens?
They don't have it at all.
They put it off for weeks or months.
They have it, but it's awkward and they avoid the real point.
They have the conversation directly and it goes well.
2. When your managers give feedback, when does it usually happen?
Feedback rarely happens at all.
Mostly at annual or twice-yearly performance reviews.
Saved up for scheduled one-on-ones or check-ins.
In the moment, as close to the issue as possible.
3. How clear are your managers' expectations to their teams?
Lack of clear expectations is causing visible frustration or turnover.
People are often unsure what's expected of them.
Expectations are mostly clear, with some gaps.
People know exactly what's expected and how they're doing.
4. When your managers do give feedback, how often does it get personal instead of specific?
We've had HR complaints or legal concerns tied to how feedback was given.
It regularly becomes about personality, not performance.
Occasionally it drifts toward the person instead of the behavior.
Feedback stays specific and actionable.
5. How well do your managers handle the conversations that come with change or restructuring?
Poorly handled change conversations have cost us people or productivity.
They avoid the conversation until they're forced into it.
They manage, but people leave confused or anxious.
They communicate change clearly, even when it's hard or the answer is "I don't know."
6. Can your managers set and hold boundaries around behavior on their teams?
Unaddressed behavior is shaping our culture in ways we don't want.
They tend to tolerate behavior they shouldn't.
Sometimes, but inconsistently.
Yes, they address issues before they spread.
7. What do your engagement or 360 signals tell you about how managers are communicating?
We're seeing turnover, complaints, or disengagement we trace back to managers.
Low engagement or recurring themes we haven't solved.
Mixed, with some clear soft spots.
Strong scores, people feel heard.
8. If you invested in one thing to make your managers stronger leaders, how ready are you to move on it?
Ready now, actively looking.
Interested, building the case internally.
Aware it's a problem, not sure where to start.
It keeps getting deprioritized even though the cost is real.
8. If you invested in one thing to make your managers stronger leaders, how ready are you to move on it? (copy)
Ready now, actively looking.
Interested, building the case internally.
Aware it's a problem, not sure where to start.
It keeps getting deprioritized even though the cost is real.