Comment by rrrx3 | Hacker News Reader

Comment by rrrx3 | Hacker News Reader

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I'll take a whack at this since I have some relative experience from playing at a functional exec in my last role

we used Lattice in an organization of ~150 people. We had roughly 10 leaders (exec and non-exec), responsible for various functions. The most any one leader had in their reporting tree was ~40 (one of the Eng leaders)

For Lattice, at least from what I was exposed to, the surveys ARE anonymous. They know who has and hasn't submitted a survey because everyone gets a personalized link, but that is not aggregated up into some dashboard where UUIDs are mapped back to respondents. It's something like "Bill in finance has 4 directs, and 2 of those haven't pressed submit on their unique survey." But as you can figure, that does not matter AT ALL. Anyone with a modicum of attention can figure out who wrote what when you have a reporting tree that small. You will see the responses broken out by leader, by function (say, Sales for example), and then division, whole company. The only people who had access to all the results AFAIK were the CEO, the head of IT, and HR.

In short, it's anonymity theater if your leadership has any inkling of how you communicate. I knew exactly who wrote what from my teams, and so did my leadership peers.

> In short, it's anonymity theater if your leadership has any inkling of how you communicate. I knew exactly who wrote what from my teams, and so did my leadership peers.

You might be able to identify your direct reports based on communication style alone, but I don't really find it believable that this is a property that naturally transfers to your leadership, and from them up the chain to executives.

If that is true, then the "anonymity theater" only really extends to direct leadership, and not much further. This means that you, as a leader, would have to be complicit in any attempts to deanonymize any specific respondents.

So to rephrase: your ability to deanonymize your direct reports' responses does not extrapolate to the entire exercise being "anonymity theater", because your ability to deanonymize any given respondent only extends as far as your direct reports and maybe a free others. This becomes increasingly less true the larger the set of total employees surveyed.

> You might be able to identify your direct reports based on communication style alone, but I don't really find it believable that this is a property that naturally transfers to your leadership, and from them up the chain to executives.

And when your leadership says that we should help whoever "isn't a good fit" to exit the company, will you use your knowledge of who wrote what to make the right choice of who to fire?

I mean, why wouldn't I? It would be an important part of my job to find a competent set of individuals who are aligned with the company's overall goals and direction. A competent individual who is misaligned is often more damaging to a team than an incompetent aligned individual. The same is true of the individual's satisfaction with their work (i.e. `s/aligned/satisfied/g` in the above).

So my decision would necessarily require considering all of these factors: competence, satisfaction, and alignment. If their answers to an employee satisfaction survey tell me they're dissatisfied, and I can't or won't do what it takes to make them satisfied, I would be doing us both a disservice by not helping them exit the company.

At the end of the day, a company is a group of people dedicated towards some common goal. Everyone may have a different picture of how to get to that goal, but everyone should be trying to push things in the same general direction. Someone who is obviously pushing in the wrong direction or causing unnecessary friction should either be convinced to align more with the rest, convince others to push in the alternate direction, or asked to leave.

Now obviously companies should be encouraged to follow social norms in some respects, to make it clear that certain ways that they act are not tolerated by the society they exist within. However, this is still an inherently social problem, and requires social solutions.

If you feel like you're the odd one out, and that the majority of people in the company--or maybe just "the leadership"--are wrong, consider that at the end of the day, the reason usually comes down to "other people don't think like you". There are two things you can do about this:

1) change other people's minds. You generally can't do this by actively fighting against them, so you should at least make it clear you align with them in some way that matters to the company, first. 2) you can find a different group of people to work with, people who think more like you.

Consider that if the second option doesn't exist, you always have the option of doing it yourself.

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