Leaders and leadership teams
Close the gap between strategy and reality.
See every site, team and business you lead as the people who work there see it. Then show every leader beneath you their own part of the picture.
The challenge
The view from the top is filtered.
Every layer adds distance: senior leaders sit further from day-to-day work, and early signs of stress or misalignment are easy to miss.
Issues found early are less consequential.
Left to compound, they do more damage and cost more to put right.
People hold back.
Each layer reshapes what it passes on, and people are less likely to raise what might reflect on them.
An annual survey is a snapshot.
It’s meaningful, but results can take time to arrive and can’t be re-measured until the following year.
What you get
One picture of the organisation. A view for every leader.
Results reach the leaders closest to each issue, not just the top table. Reports and debriefs
The whole organisation
One report across the organisation, for the board and executive team.
Every part, compared
Sites, regions and businesses side by side, and against the Tensense baseline.
Your own area
Each leader sees their part, set against the rest of the organisation.
What to focus on
Each report highlights the topics to start with. Your leaders explore them with their people, act, then check next cycle.
Leaders at every level
Many issues are best resolved closest to where they arise.
Identified early, an issue is more likely to stay within reach of local leaders.
Span of control
Issues within a leader’s own area, which they can resolve directly.
Sphere of influence
Issues that cross teams, such as a handover within a department. Leaders influence change with their peers.
Organisation-wide
Issues that need senior backing, or a wider initiative, such as a structural conflict or a direction only senior leaders can set.
In their words
Chief executives, on Tensense.
One led a merger. One leads a firm that has grown its headcount 2.5×. One has made Tensense his opening move in six businesses.
Through a merger · Nefro Avillion
“Tensense gave me an honest, continuous read on how our combined workforce was really feeling, showed us exactly where confidence was slipping, and let us act while issues were still small.”
What it asks of every leader · Armstrong Watson
“It is not for the faint hearted, as it surfaces some issues that are ‘hard to hear’.”
What you don’t know · Private equity-backed businesses
“As a CEO, I find it’s what you don’t know that trips you up.”
Engagement surveys
“We already run an engagement survey.”
Keep it. The two are complementary by design: an engagement survey captures each person’s own individual perspective; Tensense captures their local team’s collective one.
Through change
Leading a merger, a turnaround or a transformation?
Capture your baseline, then run cycles as the change progresses. Follow the experience of the people going through it, and see where to engage, and on what.