What High-Performing Teams Actually Do

The teams with genuinely high engagement that I've observed don't rely on formal surveys at all. They have cultures where feedback flows naturally in multiple directions, problems get identified and addressed quickly, and people feel safe expressing dissatisfaction when it arises.
These teams use structured communication development approaches that focus on building ongoing dialogue rather than periodic assessment events.
Managers in these environments know when someone's having a bad week, understand what motivates each team member, and can spot engagement issues before they become resignation letters.
The Trust Problem
The fundamental issue with engagement surveys is that they assume employees trust the organisation enough to be honest about their experiences. But trust is exactly what's often missing in organisations with low engagement.
If people don't trust that feedback will be used constructively, that confidentiality will be maintained, or that speaking up won't have negative consequences, then surveys become elaborate exercises in telling leadership what they want to hear.
Professional communication and feedback training should focus on building the trust and psychological safety that make honest feedback possible, rather than just improving survey design and analysis techniques.
The Manager Training Gap
Most managers receive no training on how to interpret engagement survey results or what to do with the feedback. They get a report showing that their team scored 6.8 on "career development" and 7.2 on "workload management," but they have no idea what those numbers actually mean or how to improve them.
I've worked with excellent technical managers who felt completely overwhelmed by engagement data. They knew their teams were struggling with something, but the survey results were too abstract to guide specific actions.
The most effective approach is training managers to have regular conversations about engagement topics rather than relying on annual survey data. A good manager can identify and address most engagement issues through ongoing dialogue with their team members.
The Australian Context
We have some unique cultural factors that make engagement surveys particularly problematic in Australian workplaces. The cultural tendency to "not make a fuss" means people are even less likely to express dissatisfaction in formal feedback mechanisms.
I've seen survey results from companies in Sydney and Melbourne where everything looks fine on paper, but informal conversations reveal widespread frustration with workload, management decisions, or organisational direction.
Australian employees are also more likely to vote with their feet rather than voice complaints through formal channels. By the time engagement issues show up in survey data, you've often already lost your best people to competitors who were paying attention to subtler signals.
The Real Metrics That Matter
Instead of focusing on engagement survey scores, track metrics that actually correlate with employee commitment:
Voluntary turnover rates by manager and department, not just overall company averages.
Internal referral rates - engaged employees recommend their workplace to others.
Discretionary effort indicators like participation in optional training, volunteering for challenging projects, or staying late to help colleagues.
Innovation metrics such as suggestions submitted, process improvements implemented, or new ideas generated.
These behaviours are much harder to fake than survey responses and give you a clearer picture of genuine engagement levels.
The Leadership Reality Check
Senior leaders often use engagement surveys as a way to avoid difficult conversations about their own effectiveness. It's easier to analyse abstract data than to ask direct reports for specific feedback about leadership decisions and communication styles.
I worked with a CEO in Canberra who was obsessed with improving engagement scores but refused to acknowledge that his tendency to change strategic direction every six months was creating massive frustration throughout the organisation.
The survey showed moderate scores for "confidence in leadership direction," which he interpreted as room for improvement through better communication. What employees actually needed was consistency and follow-through on existing initiatives.
website : https://revitalizewellnesscenterinc.com/top-communication-skills-training-courses-to-increase-your-career/