With thanks to all who are participating in my Weekend Polls feature, here are the results of this past weekend’s poll, which I’ve now closed. While always appreciative of peoples’ readiness to contribute to these polls, I’m offering a special note to those whose experiences are not as positive as one would wish. I hope that you’re drawing on professional networks and other resources for insights that will help you to enhance your situation wherever possible, and appreciate you articulating your experience through this poll. 

The core question: How do you and your executive work together?

The results: Almost two third of respondents support more than one executive, which may in part reflect executives’ increased levels of independence in this technical age. Speaking of which, almost four out of every 10 respondents communicate with their executives by phone or electronically/digitally more frequently than they do in person.  

There’s a great deal of good news in this weekend’s survey results. 90% of respondents reported that they have a sense of mutual respect with their executives/principals, and 60% of respondents reported that it’s not uncommon for their execs to ask for their opinion. Do you think your executive recognises your strengths and delegates accordingly? A whopping 80% of respondents do find this to be the case, but another 20% do not. If you’ve been in this situation before, how were you able to turn it around?

Loyalty and Respect: 90% of respondents reported that they have a sense of mutual respect, and 79% of respondents report loyalty as a two-way street. On the other hand, 7% of respondents reported that they do not feel loyalty toward their current executive or principal, and 21% do not feel their own loyalty is reciprocated.  What do you think helps to build and maintain loyalty? 57% of respondents reported that they and their execs are able to give one another honest feedback on difficult issues, while another 30% of respondents say this is the case most of the time. A full 70% of respondents reported being engaged in performance reviews either annually, or in compliance with organisational expectations. As well, 86% of respondents reported that they are supported in their professional development.

Self awareness is helpful – and so it might be interesting to touch base with your own executive to compare her/his developmental recommendations against your perceptions of what s/he would say. While technical and soft skills were selected by a good number of respondents, work-life balance came out on top. It was clear, too, that others identified needs for enhanced understanding of their organisations.

Most of us are effectively contributing to successful working partnerships: I found it telling that 84% of respondents rated their working partnerships an eight (or higher) out of 10, with 10 representing an ideal working relationship. Perhaps even better (for the majority of respondents), 97% of those who participated believe that both parties are contributing effectively to a successful working partnership.

THE RESULTS, BY PERCENTAGES

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A SHARED RESOURCE : 64% of respondents support more than one executive

• 36% of respondents support a single executive
• 33% of respondents support two executives
• 15% of respondents support four or more executives
• 12% of respondents support three executives
• 3% of respondents selected “Other”, and one wrote, “Plus the executive team”

GENERALLY, YOUR OPINIONS ARE SOUGHT: 93% of respondents reported that their executive/principal seeks out their opinions at least occasionally

• 60% of respondents reported that it’s not uncommon for their executive/principal to seek out their opinion
• 33% of respondents reported that their executive/principal to seek out their opinion occasionally
• 7% of respondents reported that their executive/principal does not seek out their opionion

A SENSE OF MUTUAL RESPECT is in place for the vast majority of respondents

• 90% of respondents reported that they have a sense of mutual respect
• 10% of respondents reported that they do not have a sense of mutual respect

CAPACITY TO GIVE ONE ANOTHER HONEST FEEDBACK ON DIFFICULT ISSUES: It may not happen all the time, but 57% of respondents were able to provide a solid yes

• 57% of respondents selected “yes”
• 30% of respondents reported that they and their executives are able to give one another honest feedback on difficult issues most of the time
• 7% of respondents reported that they and their executives are able to give one another honest feedback on difficult issues some of the time
• 7% of respondents selected “no”

THE MAJORITY BELIEVE YOUR EXECUTIVES RECOGNISE YOUR STRENGTHS AND DELEGATE ACCORDINGLY: This is the case for 80% of respondents

• 80% of respondents believe their executive/principal recognises their strengths and delegates accordingly
• 20% of respondents do not believe their executive/principal recognises their strengths and delegates accordingly

FOR THE MOST PART, WE ARE A LOYAL BUNCH: Not a surprise, but what kind of working environment exists for the 7% who do not feel loyalty to their current executive/principal?

• 93% of respondents feel loyalty toward their current executive/principal
• 7% of respondents do not feel loyalty toward their current executive/principal

A LOWER PERCENTAGE BELIEVE THAT SUCH LOYALTY IS RECIPROCATED: Interesting, yes? While more than nine of every 10 respondents are loyal to their execs, just shy of eight of every 10 respondents believe such loyalty is reciprocated.

• 79% of respondents believe their loyalty is reciprocated
• 21% of respondents believe their loyalty is not reciprocated

52% OF RESPONDENTS ARE ENGAGED BY THEIR EXECS ANNUALLY IN PERFORMANCE REVIEWS: It’s worth noting that 13% of respondents are so new in such a partnership that the occasion has not yet risen

• 57% of respondents reported that their executive/principal engages them in annual reviews of the respondents’ performance
• 13% of respondents reported that their executive/principal engages them in annual reviews not annually, but in compliance with company/organisational expectations
• 13% of respondents reported that their executive/principal rarely engages them in annual reviews of the respondents’ performance
• 13% of respondents reported that this is not yet applicable, as the respondents’ working partnerships are less than a year old
• 10% of respondents selected “Other”; individuals elaborated with comments such as, “Quarterly”, “6 monthly period” and “We have a new system that you can request thoughts from any project worked on”

THE MAJORITY OF RESPONDENTS REPORTED THAT THEIR EXECUTIVES SUPPORT THEIR PROFESSIONAL DEVELOPMENT: How might the remaining 14% advocate for and secure such support?

• 69% of respondents reported that their executive/principal supports their professional development through availability of financial and time resources
• 14% of respondents reported of respondents reported that their executive/principal does not support their professional development
• 10% of respondents reported that their executive/principal supports their professional development,  primarily in the form of time off for such undertakings
• 7% of respondents reported that their executive/principal supports their professional development,  primarily in the form of financial support

ALMOST 40% RESPOND MOST FREQUENTLY WITH THEIR EXECUTIVES ELECTRONICALLY/DIGITALLY OR BY PHONE – What kind of impact, if any, does that have upon working partnerships?

• 59% of respondents communicate most frequently with their executive/principal in person
• 26% of respondents communicate most frequently with their executive/principal electronically/digitally
• 15% of respondents communicate most frequently with their executive/principal by phone

WORK-LIFE BALANCE TOPS RESPONDENTS’ PERCEPTIONS OF RECOMMENDED FOCUS FOR DEVELOPMENT – I think the responses speak to both self awareness and to a sense of our executives’ perception and priorities. Remember, the question here was, “If your executive/principal was to recommend a single development focus for you in the year ahead, which do you think it would be?”

• 59% of respondents selected enhanced work-life balance
• 21% of respondents selected enhanced technical skills
• 17% of respondents selected enhanced soft skills
• 10% of respondents selected enhanced time management
• 10% of respondents selected “Other”; respondents’ replies included comments such as, “Speak up”, “More understanding of the organisation” and “Enhanced company’s business, since I have less than one year in the company”

84% OF RESPONDENTS CHARACTERISED THEIR WORKING PARTNERSHIPS WITH RATINGS OF 8 OR HIGHER OUT OF 10 , WITH 10 BEING THE IDEAL WORKING RELATIONSHIP … which says something good about both parties in such business partnerships. How long might you stay in a role where you were unable to provide a “five” or higher ranking? Or what steps might one undertake to improve that ranking?

• 28% of respondents assigned a 10 out of 10 rating
• 28%  of respondents assigned a 9 out of 10 rating
• 28% of respondents assigned an 8 out of 10 rating
• 10%  of respondents assigned a 6 out of 10 rating
• 3% of respondents assigned a 7 out of 10 rating
• 3%  of respondents assigned a 2 out of 10 rating
• 0% of respondents assigned ratings of 1, 3, 4 or 5 out of 10

THE GREAT MAJORITY BELIEVE BOTH PARTIES ARE TRYING TO MAKE IT WORK … which is more good news. For those in the 3% who don’t enjoy that experience, do you have plans to try to positively impact the situation, or have you been there and done that?

• 97% of respondents believe that both parties are contributing effectively to a successful working partnership
• 3% of respondents do not believe that both parties are contributing effectively to a successful working partnership

Watch for the next poll this Thursday. You can also find Exceptional EA’s Weekend Polls, and the Results, in the new Exceptional EA LinkedIn Group.