In our last two posts, we’ve explored what team alignment is and how the right survey questions will help you gauge your own team’s alignment. In this final post of the series, we’ll delve into why behavioral science is a must-have in your strategy for setting a shared vision and creating a shared game plan (one that Sales and Service can both get behind).
In our previous post, we gave a working explanation of what team alignment really is and why it’s so important. Here’s the recap: true team alignment involves a vital connection between individual, departmental, and organizational goals. It means that C-suite strategy and teams’ day-to-day tactics actively support each other.
Understanding how their teams align (or don’t) guides leaders in cultivating a shared perspective of both problems and opportunities. From that shared perspective come new solutions to increase efficiency, improve sales, and generate revenue-reaping innovations.
As we continue through the COVID-19 crisis, team alignment might not look like a top priority. Here’s our theory, though: it will be critical for rebuilding healthy business.
In theory, team alignment is straightforward and goes something like this: the CEO or another C-suite member lays out goals and a vision for reaching them, the goals are written down, managers say “Sure!” and help workers understand what they’re working toward. Alignment!
In reality, team alignment goes much deeper than verbal agreement or the absence of dissent—and there’s a lot at stake for both an organization’s health and a CEO’s tenure when members of one department or across departments are out of alignment.
Human beings are complicated creatures. You know that, but does your workplace design survey know it?
As a company focused on creating truly useful surveys, Survature obviously thinks surveys are a critical tool for workplace design professionals. We also know typical surveys can fall short because they don’t take human psychology into account. They can’t help you parse out the differences between what workers say they need, for instance, and what they’re really thinking. The resulting data can leave you directionless or, worse, point you in the wrong direction.
Here are three common reasons why workers’ explicit answers and implicit needs differ—and why you may not get what you need for a successful, data-driven design.
How do people really work? When you’re designing an office environment, understanding this can seem like a holy grail of insights—powerful and elusive. (Learn five reasons so many workplace design surveys don’t help you reach that understanding.)
At Survature, we’ve researched this question of how people work, and we’ve come to think of it not as a holy grail, but as a structured project.
By designing the right workplace survey questions, you can build an understanding, layer by layer, of how your client’s employees work.
Architects, interior designers, how often do you survey your client’s workforce to get the data you need—and then you end up relying on prior experience or resorting to educated guesses to create the best office environment for them?