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The SRG Engaging Manager Survey provides feedback on how well managers engage people reporting to them. Team members rate how much they agree with descriptions of engaging behaviours plus how important such behaviours are for creating a feeling of engagement.

The SRG Engaging Manager Survey shares features with 360 feedback and employee engagement surveys but with 2 differences: (1) Feedback is requested from direct reports only, not colleagues and superiors who don’t normally observe interactions between managers and their direct reports anyway. (2) Direct reports are asked how effectively their manager engages them, not how engaged they feel in their organization generally.

A manager’s direct reports indicate levels of agreement and importance for engaging behaviours in the following 8 categories:

  1. Joint Problem Solving: Regularly asking team members "What do you think?" to draw solutions out of them rather than solving problems for them; engaging people's brains, not doing their thinking for them.
  2. Participative Planning: Involving team members in operational, strategic and change planning, while encouraging innovation; fostering shared ownership rather than doing their own planning and viewing team members as implementers.
  3. Managing People: Showing that they value team member contributions; celebrating success, providing regular feedback, inspiring and empowering team members.
  4. Communication: Communicating openly, fully and regularly to keep team members informed so they have a sense of purpose and show initiative with confidence.
  5. Developing People: Proactively developing, encouraging and coaching team members to make them feel valued and important to the team's success.
  6. Approachability & Fairness: Being approachable, open to challenges, putting team members at ease and treating them fairly to help them feel confident and valued.
  7. Relationship Building: Fostering teamwork and supportive relationships, helping team members get to know each other and connecting them with valuable colleagues; cultivating a sense of belonging and self-worth.
  8. Morale & Resilience: Maintaining morale and resilience under pressure, helping to relieve stress in their teams and maintain a positive outlook despite setbacks and obstacles so team members feel positive about coming to work and doing their best.

Example: Each behavioural category contains statements such as the following:

Joint Problem Solving

  • Asks for my ideas when I raise problems.
  • Listens, shows respect for my ideas.
  • Encourages my input in meetings.
  • Asks questions to fully engage my brain.

Rating Scale


  1. Strongly diagree
  2. Disagree
  3. Neutral
  4. Agree
  5. Strongly agree


  1. Nice but unnecessary
  2. Slightly important
  3. Fairly important
  4. Very important
  5. Essential


Direct reports are given an opportunity to comment on how well their manager engages them by answering 2 questions:

  • My manager helps me feel engaged in my work and the organization's success by...
  • My manager could do more to help me feel engaged in my work and the organization's success by...


The SRG Engaging Manager Report contains the following 4 charts:

  1. The 8 behavioural categories listed above are ranked from most to least agreement, thus showing the manager's strongest engagement behavioural categories at the top and weakest at the bottom. Importance for each category is also shown.
  2. This chart rank orders each category by importance only from most to least.
  3. Each individual behavioural statement in the survey is ranked from most to least agreement, with importance also shown.
  4. Each statement is ranked by importance only from most to least.

The last section of the report contains the comments made by direct reports.

Engaging Manager Follow up Survey

There is also a follow up survey that managers can ask their direct reports to take after 3 and 6 months (sooner, later and/or more often as required).

The follow up questionnaire focuses on the same behaviours and asks direct reports to rate the amount of change they have observed in their manager’s behaviour since the initial survey. They rate each behaviour on the following 5-point scale:

  1. No change – no change in the manager’s behaviour has been noticed.
  2. Slightly more – the manager behaves in this way slightly more.
  3. More – the manager behaves in this way significantly more.
  4. Much more – the manager behaves in this way a lot more.
  5. Total change – the manager has totally transformed his or her behaviour.


They are also asked to offer comments in reply to the following 2 questions:

  • What, if any, improvements have you noticed in how your manager engages you?
  • What are some ways in which your manager could do more to engage you?

Using a follow up questionnaire not only helps to measure any improvements that managers make to how they engage their team members, it also motivates them to make the effort and to maintain their momentum knowing that they will be getting follow up feedback. Without such follow up feedback, there is the risk that good intentions will not be implemented or sustained beyond a short period of time.

Use our Contact button above if you have any questions or would like to use the SRG Engaging Manager Survey.

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