What is this meeting about?
During times of change, leadership becomes a critical driver of both engagement and performance.
In this webinar, Fellowmind Sweden shares how employee feedback data helped make leadership a strategic priority during a major transformation — merging three companies into one.
By using Winningtemp, Fellowmind discovered that leadership scores strongly influenced engagement, trust, and overall sentiment across the organization.
By treating leadership as a measurable business metric, Fellowmind achieved tangible results:
- eNPS increased from 20 to 73
- Employee turnover decreased from 18% to 11%
- Join this session to learn how Fellowmind:
- Used employee feedback to guide leadership development
- Embedded leadership accountability into business strategy
- Turned data into action with real organizational impact
Presentation:
Stream:
Key take-aways:
Employee feedback only creates value when it is treated as a leadership instrument, not an HR exercise. This session showed how Fellowmind embedded continuous feedback into everyday leadership behaviour, turning engagement data into a practical driver for trust, accountability, and performance. The focus was not on tools or scores, but on how leaders consistently interpret trends, involve teams, and act transparently on what they learn.
The case reinforced that true scores matter more than high scores. By prioritizing honesty, visible action, and shared responsibility, Fellowmind demonstrated that sustainable engagement growth comes from consistency over time, not one-off interventions or polished dashboards.
Key Takeaways
- Employee feedback is a business KPI, not a soft signal
Treat engagement, trust, and eNPS as core performance indicators. When leadership teams review people data with the same seriousness as financial results, ownership increases and feedback becomes actionable rather than symbolic. - Leadership behaviour is the strongest lever for engagement
Clearly defined and measurable leadership principles create shared expectations. Leaders must own their results, discuss trends openly, and respond consistently—feedback cannot be delegated to HR. - Trends matter more than snapshots
Frequent pulse surveys enable early detection of issues, but only when leaders are trained to read patterns over time instead of reacting to individual scores. - Transparency builds trust—even when results are low
Sharing results openly and acting on them visibly strengthens credibility. Low scores are learning signals, not failures, when paired with dialogue and follow-up. - Action planning must be immediate and participatory
Limiting actions to a small number of concrete steps, defined together with teams, ensures momentum and reinforces shared responsibility for improvement.
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