The Adventures of Lee The SME Owner - 17.
Chapter 17 - The Voice of The Team
When the results of the e-NPS survey came in with a score of +8, Lee’s initial reaction was one of disappointment. He had hoped for something more. But after John shared his own story of the brutal reality he faced in a previous role with a -65 e-NPS score, Lee started to see things differently. His score of +8 wasn’t a disaster; it was a starting point. It showed that his team wasn’t unhappy, but there was definitely room to grow.
As they had with the customer feedback, Lee and John set out to understand what the team was saying. The anonymous feedback was a goldmine of insights, with comments from Promoters, Passives, and Detractors alike. Here’s what they heard from each group.
The Detractors
The Detractors, scoring between 0 and 6, weren’t all as negative as Lee had feared, but they had pointed out some real issues that needed addressing.
One Detractor expressed frustration about communication:
“I like the work itself, but sometimes I feel like management makes decisions without consulting us or explaining why things are changing. We’re the ones on the ground, and it feels like we’re not included in the bigger picture. It makes it hard to stay motivated when I don’t understand the reasoning behind some decisions.”
This was a common theme—communication from management to the team needed improvement. Many of the Detractors weren’t upset with their jobs, but they felt disconnected from the decision-making process.
Another Detractor highlighted a different issue:
“There’s not much room for growth here. I’ve been in the same role for a long time, and while I like the company, I don’t see a clear path for advancement. It feels like I’m stuck, and that’s frustrating.”
This feedback was crucial. Lee realised that while he had built a strong team, he hadn’t put enough emphasis on career development or opportunities for progression.
The Passives
The Passives, who scored the company between 7 and 8, were content but not overly enthusiastic. Their feedback often pointed to minor frustrations that, if resolved, could turn them into Promoters.
One Passive said:
“I don’t have any major complaints, but I also don’t feel particularly engaged. It’s a decent job, and I like my coworkers, but there’s nothing that really makes me excited to come to work. Maybe some team-building or more regular check-ins would help, just to feel more connected.”
This feedback was interesting. The Passives weren’t dissatisfied, but they weren’t fully invested either. They were looking for a little more recognition and engagement from management.
Another Passive shared a more specific concern:
“I appreciate that we get the job done, but sometimes it feels like we’re just going through the motions. There’s not a lot of room for creativity or innovation. I’d love to see more encouragement for new ideas or problem-solving, rather than just sticking to the same old routine.”
This was a key insight for Lee—while the team was doing their jobs well, they wanted more opportunities to innovate and feel a sense of ownership over their work.
The Promoters
The Promoters, those who scored 9 or 10, were the shining stars of the feedback. They loved working for Lee and felt a strong connection to the company, but even they had some ideas for improvement.
One Promoter wrote:
“I love working here. The team is great, and Lee’s always been good to us. I feel respected, and I know I can rely on my coworkers. The only thing I’d suggest is maybe more recognition for the little wins. We do a lot of good work, and it would be nice to see that celebrated more often.”
Lee smiled at this one. It was clear that his team appreciated him, but a little more recognition could go a long way.
Another Promoter gave glowing feedback but highlighted one area of potential improvement:
“This is the best place I’ve worked in years. I feel valued and like I’m part of something important. My only suggestion would be to make sure we keep up with regular training. I’d love to learn more and grow within the company, and I think others feel the same.”
This comment reinforced the idea that, while the team was happy, they were also looking for opportunities to grow and develop their skills.
The Emerging Themes
As Lee and John sifted through the feedback, a few key themes emerged:
Communication: Detractors and Passives alike felt that communication between management and the team needed improvement. They wanted to be more involved in decision-making and have a clearer understanding of the company’s direction.
Opportunities for Growth: Many employees, especially the Detractors, felt that there wasn’t a clear path for career development. Whether through training, promotions, or new challenges, the team wanted more opportunities to grow within the company.
Engagement and Recognition: The Passives and Promoters wanted more engagement—whether through recognition of achievements or opportunities to feel more connected to the company’s goals. Regular check-ins and team-building activities were seen as ways to boost morale and loyalty.
Creativity and Innovation: Several employees felt that the company could benefit from encouraging more innovation and problem-solving. They wanted to feel empowered to suggest new ideas and take ownership of improvements in their work.
With these insights in hand, Lee realised that while the e-NPS score wasn’t as high as he’d hoped, the feedback was incredibly valuable. It wasn’t about being perfect—no business was. It was about using the feedback to create a better environment for his team, just as he had done with his customers.
John smiled as they wrapped up the review. “See, Lee? Not a disaster. This is just more good data. And now you know where to focus.”
Lee nodded. “You’re right. This is good. We’ve got a team that wants to do well—they just need a bit more from us.”
And so, with a clearer picture of what needed to be done, Lee set to work, determined to take his team’s feedback to heart. Over the next six months, he made gradual improvements, focusing on better communication, more opportunities for growth, and giving his team the recognition they deserved.
As the months passed, the e-NPS score started to rise, and the once-passive employees became more engaged. By the next survey, the score had climbed to +12, making Lee’s company an outlier in the industry for all the right reasons.