An Amélio survey serves as the initial phase in a collaborative change process, empowering managers to maintain their team's motivation and engagement by providing clarity on the next steps required for employees to reach their full potential.
Nevertheless, like any change process, it may trigger feelings of anxiety, self-doubt, and discouragement.
Therefore, it becomes crucial to take proactive measures to support leaders, foster their active involvement, transform them into advocates of the concept, and ensure its success.
To that end, here are a few recommendations.
Ideas for support initiatives
Reminder: We recommend that you involve managers early on in the process. You can learn more about the communication strategies here.
Hold one-on-one coaching sessions at key times :
First survey:
After conducting an initial survey, managers may have several questions about the platform or the results.
In a one-on-one session, you can guide them in order to help them understand their team's results, thus promoting the implementation of concrete improvement actions.
In progress:
One-on-one meetings also provide an opportunity to review how their team's surveys are going, what actions are being taken, and what solutions managers may need to implement.
For example, meetings could be held 6 months or a year after implementation to review results.
Organize exchange workshops between managers :
It can be both comforting and challenging to share the experience with others.To that end, team leaders can meet to discuss findings and possible solutions.
There's a variety of approaches you can take, e.g:
Mobilizing factors:
Select a mobilization factor or group of factors to analyze and explore options for action together.
Case study or "In the skin of..." :
Suggest that a leader present a specific case or mobilization factor they are having difficulty with and then invite other leaders to ask questions to better understand the situation, identify alternative actions, etc.
Putting yourself in the other person's shoes can lead to a creative exchange, for example, when the head of the operations department proposes solutions to the head of the accounting department.
Success stories:
Ask leaders to report on their small and large successes after the project is implemented.
Has a weakness identified in the first survey become a strength of the team? Has a mobilization factor that was rated at 5.5 increased to 7.0? Has the atmosphere in team meetings changed? What initiatives did employees enjoy?
It can be encouraging and motivating to see the success of others.
Introduction of a program for the mentoring and development of managers:
By pairing a junior manager with a senior manager, both can benefit from the other's insight.The junior manager is likely to be very close to the team and its reality, and therefore this proximity can bring perspective to the senior manage (more practical and concrete approach).
On the other hand, the senior administrator has more experience and may therefore offer a more strategic or longer-term perspective to the junior administrator.
During the discussions, the duos thus formed can exchange ideas on specific topics related to the mobilization survey, such as the priority objectives or the action plan.
You also can to develop your own leadership support strategies and share them with us!