Cutting the Middle Men: Why Boards Should Be Hearing Results from Organizational Health Surveys Directly from the Source

In today’s ever-changing business environment, it’s crucial for organizations to monitor not just their business goals but also ensure that the entire organization—from leadership down to frontline employees—functions cohesively and efficiently when striving towards them. One of the most effective ways to gauge this is through Organizational Health and Effectiveness surveys.

While many companies rely on these surveys for feedback from employees and leadership teams, there’s one area that’s often overlooked: the boardroom. Traditionally, C-suite leaders are tasked with interpreting these surveys and presenting the findings to the board. However, that’s not how things have to be, and there are actually several compelling reasons why boards should take a more direct role in this process.

C-suites May Not Share the Full Picture

C-suite executives play a pivotal role in shaping the direction of an organization. But with that can come an immense amount of pressure and stress. In fact, one study from 2014 found that CEOs’ and executives’ biggest fears are being found incompetent and underachieving. It’s unsurprising, then, that it’s not uncommon for leaders to filter information, either intentionally or unintentionally. Executives, driven by the desire to present the best possible picture to their board, may omit or soften negative findings from organizational surveys. Whether out of a desire to protect their reputation, minimize internal conflicts, support ongoing projects, or simply present a more optimistic outlook for the organization that matches their own triumphant visions for the future, this filtering can prevent boards from understanding the true health of the organization.

Board members, tasked with oversight and setting strategic direction, need a comprehensive view of the organization’s health—one that is not filtered through the C-suite’s lens. Supporting this, McKinsey found that the biggest difference between high-impact boards and all others was a tendency for directors to seek information beyond what was provided by executives. Direct access to the data from organizational health surveys allows boards to see both the strengths and areas for opportunity within an organization, fostering transparency and encouraging honest dialogue about what needs to change.

Supporting Executive Teams with Actionable Feedback

This level of transparency aims not only to help boards make more accurate strategic decisions but ultimately to help them support C-suite executives to the best of their ability. While the direct involvement of boards may seem like an overbearing oversight mechanism, it’s important to remember that the goal is not to undercut or undermine the C-suite, but to enable it.

When board members engage with survey results, they are better positioned to offer constructive feedback to executive teams, ensuring they have the resources and guidance needed to address challenges. This results in stronger leadership, clearer communication, and a healthier organization overall. While C-suite executives still can and should be called upon to provide further color to the results at hand, first receiving them from a third party can introduce new perspectives and help directors bring their own expertise to the table.

Enhancing Trust and Accountability

Transparency is key to a healthy working relationship between boards and C-suites. When boards have direct access to survey data, it enhances trust and promotes accountability. Boards can work collaboratively with leadership teams to address organizational weaknesses or potential blind spots. By fostering open communication based on real data, both parties can align more closely on the goals and strategies that will drive the organization forward.

Helpful guidance and positive solution-based (as opposed to blame-based) responses to survey data can also help generate a culture where executives don’t fear bringing other kinds of bad news to others in the future. Such radical transparency is key for C-suite executives and directors to navigate the increased volatility of recent years.

Organizational Health and Effectiveness surveys are a critical tool for understanding the ever-changing dynamics within a company. For boards, having direct access to the unfiltered results of these surveys is essential for making well-informed decisions, ensuring accountability, and supporting leadership teams. By embracing this data, boards can foster a culture of transparency and trust while driving long-term organizational success.

Ultimately, C-suites should welcome this involvement, as it leads to better relationships with the boards they work with and stronger, more strategic decision-making at the highest level of their organizations.