When it comes to running a successful workplace, surveys are one of the most powerful means in which leaders can come to understand their team, build greater trust, and create positive change. 

This is especially true for not-for-profits, where purpose-driven work can sometimes come at the cost of burnout or limited resources. Surveys, therefore, are particularly valuable in shining a light on issues that might otherwise go unnoticed and, by consequence, unaddressed.

Gathering key feedback from management, staff and volunteers is only the first step. What happens after the survey’s conducted can make or break employee engagement. Here are five common mistakes leaders can make once a workplace survey is completed and how you can avoid these mistakes in your own workplace and not-for-profit settings.

Mistake #1: Misreading Survey Data

Survey results often come packed with charts, benchmarks, and heatmaps – but even the most robust data can still be misinterpreted. Perhaps one of those common pitfalls is when leaders focus too heavily on overall averages, only to miss the clear variations between teams or demographics (e.g. your paid staff vs volunteers, or newer hires vs long-standing team members).

Another risk that can impact many leaders is confirmation bias, wherein they interpret results in a way that supports their existing views while brushing over feedback that challenges those views. Or perhaps leaders will overreact to a handful of negative comments, losing sight of the bigger picture and any positive feedback.

It’s important for leaders to be conscious of these common blindspots in assessing feedback. If you’re concerned about misinterpreting data on your end, then we strongly recommend working with an experienced consultant who can help you more objectively assess the data that’s in front of you. 

You should also ensure you’re paying equal attention to quantitative and qualitative insights. So, how many staff members or volunteers are providing similar feedback, but also where their feedback diverges and how their roles or responsibilities could inform that feedback. This rings true for identifying patterns and outliers in feedback, too. 

Mistake #2: Ignoring Employee Input

One of the surest ways to drive staff disengagement is to request their feedback, only to then completely ignore their responses.

In the NFP sector, where resources are often stretched thinner than for-profit companies, it’s understandable that leaders may feel unable to act on every piece of input. But failing to respond to their feedback at all can be – and often outright is – worse than not asking for feedback in the first place.

When staff feel like their voices aren’t being heard, that their insights aren’t valuable to leadership, or that their honesty could put them at risk, the sense of psychological safety in your workplace takes a hit. And chances are likely that the dynamics in your workplace will only get worse.

That’s why it’s absolutely critical that leadership acknowledges all feedback they received, even if changes based on that feedback can’t be actioned straight away. Clear communication is key here, especially when detailing which feedback and corresponding actions will be prioritised first and why. 

Reciprocity matters, so make sure your employees and volunteers know that their feedback is heard, respected, and action plans are being put in place to address their concerns – even if they can’t be addressed immediately.

Mistake #3: Setting Vague, Unrealistic Goals

Once survey results are in, there’s often pressure to act quickly. But setting broad or unachievable goals like “boost morale” or “improve leadership” without a clear roadmap can lead to confusion, frustration, and inaction. 

Chances are your staff and volunteers didn’t give you vague feedback, so they won’t appreciate being given vague solutions. Another risk here is that setting vague and unrealistic goals can also lead to overpromising, only to then underdeliver on those promises.

Your team is going to understand that a thousand new ambitious or abstract goals cannot be achieved with ease. So, it’s always best to start with a manageable number of realistic, specific goals that address the key areas of concern expressed by staff and volunteers in the organisation. Doing this also makes it easier to assign clear ownership to different teams or leadership and setting appropriate timelines.

Mistake #4: Not Sharing Survey Results

Failing to share survey results with your staff is a very bad move. When staff never hear back about survey outcomes, it’s easy for assumptions to creep in – and often it’s negative ones. A lack of transparency from leadership can fuel distrust among staff and volunteers, which can cause them to question the integrity of the process.

On the flip side, sharing all results (even the more challenging ones) builds credibility and shows your commitment to accountability. This, in turn, will make staff and volunteers more trusting across the board.

So, make sure to share a high-level summary with your entire staff, breaking down not just overall scores but the key themes derived from the results, as well. Be equally open about the identified strengths and areas for improvement. And ensure team-level discussions can be held among employees so they can revise and interpret the results most relevant to them.

Mistake #5: Leaving Managers Unprepared

When it comes to actioning changes in response to survey results, managers typically play an essential role in interpreting the results, relaying that information to their teams, and are the driving force behind making necessary changes.

If you leave them ill-equipped to interpret the results and implement the required improvements, this will hurt them and their broader team. It is leadership’s responsibility to ensure that managers have everything they need to help their team navigate post-survey changes, so don’t leave them in the lurch

Turn Survey Results into Meaningful Change

In order for workplace surveys to drive real value, the process doesn’t stop once the responses are in. It continues through thoughtful analysis, open communication, and collaborative action. For NFP leaders, this is a chance to not only improve team culture, but to live out your mission in the way you lead internally.

Avoiding these common missteps shows your team that their feedback matters, and that leadership is willing to listen, adapt, and grow. When done right, a survey is more than just a snapshot – it’s a turning point for your entire organisation.

If you’re looking to conduct a survey for your organisation to drive actionable changes, Pathways Australia can help. Get in touch today to find out how.