That’s where surveys come in. Done right, they shine a light on what’s really happening beneath the surface—so you’re not leading from guesswork, but from clear insight you can act on.
You Can’t Fix What No One Will Say Out Loud
The challenge
The Work Well Co Approach
A survey is just the start—the real change happens in what you do next.
Gather insights
Employees respond confidentially, which
builds trust and encourages honesty.
02
Hear it in their words
I meet with each team to unpack responses
and, when it fits, help them problem-solve
so they leave feeling heard and equipped to
improve their work experience.
03
Design the survey
We tailor questions to your team and
culture so you’re asking what actually
matters.
01
Close the loop
I work with leadership to decide how to
address the findings, help roll out the
solutions, and develop a plan to keep the momentum going.
05
Make sense of it
I review the results, pull out the themes,
and share what they mean in plain
language.
04
Employee surveys aren’t just about collecting data—they’re about creating a safe way for employees to be honest and for leaders to really hear what’s going on. My role is crucial here: I help listen to employees, interpret their feedback, and translate it into something leaders can actually use. That way, the process is both productive and positive—not a gripe session or a data dump.
What You’ll Walk Away With
- Clear, honest insights into how your employees are really experiencing work
- A better understanding of what’s driving engagement—and what’s dragging it down
- Actionable priorities, not just a long list of complaints
- Employees who feel heard, respected, and part of the solution
- Stronger trust between leadership and staff, built through transparency and follow-through
- A roadmap for creating a healthier, more resilient team culture
When surveys are done well (and followed up well), you get more than a report—you get momentum. You’ll walk away with:
Surveys shine a light, but it’s what you do with the information that matters. I’ll help make sure the process builds connection instead of eroding it.
frequently asked questions
That’s exactly why I combine anonymous surveys with small-group conversations. People feel safer sharing what’s really going on, and leaders get both candor and context. I also use a well-researched tool called the Q12 survey from Gallup, which has been tested across industries to measure the factors that actually drive engagement—things like trust in leadership, clarity of expectations, and whether people feel their work matters. It’s a simple but powerful way to get beyond surface-level opinions and into what really impacts performance and culture.
