The Ultimate Leader Checklist

Leaders face a critical gap in hybrid management skills. Our research shows that only 20% of managers who receive focused insights actually engage in action planning, leaving 80% of teams without the structured support they need to thrive in distributed work environments.

This checklist draws from analysis of 20 million employee survey responses and direct experience deploying engagement surveys, lifecycle programs, and AI-driven listening tools across large organizations. These recommendations draw from analysis of 20 million employee responses and proven deployment strategies across Fortune 500 organizations. Implement them in the order that addresses your highest engagement gaps.

Which skills and competencies humanize leadership?

Hybrid work requires new management skills that 76% of leaders lack, according to our analysis of manager effectiveness surveys across Fortune 500 companies. Managing teams across multiple locations requires new strategies that go beyond traditional techniques like impromptu office and cubicle visits (or virtual huddles) to check on employees. Organizations continue to navigate a dynamic landscape where some have successfully mandated a return to the office, while others continue to embrace hybrid work arrangements. Leaders must now manage teams where 40% work remotely full-time, 35% follow hybrid schedules, and 25% remain fully on-site — each group requiring different communication strategies and performance metrics. Our research has found that organizations that successfully adapt to this hybrid model can improve employee engagement and productivity.

Managers shape the employee experience, acting as the linchpin for most interactions within the company. According to our research, bad management significantly impacts employee satisfaction and retention — and nearly a quarter (24%) of individual contributors are currently under the leadership of the worst boss they've ever had, with 48% believing they could do a better job than their current supervisors.

Managers who conduct weekly one-on-ones and respond to employee concerns within 48 hours see 32% higher engagement scores than those who don't, according to our manager effectiveness data. However, managers often don't know where to start or don't have the tools they need to support and respond to the changing needs in that work environment.

The need for AI-assisted Action Planning is overwhelming: our research shows that even when managers have access to focused insights, only a fraction — roughly 1 in 5 — actually engage in the process of action planning, and even fewer execute these plans effectively as the pressure of daily responsibilities creeps in. That additional layer of assistance can make the difference between a thriving and a stagnating team. Prior Perceptyx research showed the significant impact managers can have through action planning: organizations that implement action planning after an employee listening event see rises in engagement 74% of the time, compared to only 8% of organizations that survey with little action planning.

Managers need specific strategies: our data shows that teams with clear quarterly goals and bi-weekly feedback sessions maintain 28% higher productivity during organizational changes than teams without these structures. Let’s take a look at some evidence-based strategies for ensuring that organizational leaders do their best work.

What tips and practices improve your leader checklist?

Leaders who keep a concise checklist avoid common lapses and stay focused on actions that move the team forward.

• Survey your team quarterly on workload, resources, and development needs. Employees whose managers ask for and act on this feedback show 41% higher engagement than those whose managers don't. Support can be given in formal or informal channels. Along with regular discussions, listening more formally shows your commitment to continuous improvement as a leader. Begin the year with an employee survey that can serve as a north star for your leadership impact by providing directional feedback on where to focus as a manager with your team. Use data from this survey to inform inclusive leadership behaviors. Engaging in two-way dialogue with employees in response to survey results can ensure that employees feel heard, and allows managers to better understand opportunities for improvement from the employee’s perspective. Open-ended survey responses reveal specific barriers that numeric ratings miss. Analysis of 500,000 text comments shows that 63% of engagement issues stem from unclear priorities and resource constraints—problems employees rarely rate directly but frequently describe in their own words.

• Help team members connect with one another. Whether working in a completely remote setting, in a hybrid environment with some employees present and others elsewhere, or together at a physical location, your team members may feel less connected to colleagues than usual. Look for ways to foster team cohesion. Ask your team how they prefer to connect with one another. If you plan to incorporate these team-building activities into regular meetings, be sure to allocate enough time so they are not rushed. Fostering cohesion can help employees understand their place in the organization , giving them a sense of its future as well as theirs, which in turn will increase the likelihood of retaining them.

• Communicate, communicate, communicate. As a manager, your team members may be asking questions to which you don't have the answers. Keep pushing your senior leaders to provide enough concrete guidance so you can communicate regularly and with clarity about employee concerns. You are the champion of ensuring those messages make their way to each member of your team. These communications — which could be formal (e.g., emails and announcements) or informal (one-on-ones, small discussion groups, etc.) — are critical to maintaining your credibility with those you lead. Communication will become even more important if your organization finds itself making layoffs,as Perceptyx research has found that rumors of layoffs have a far more negative impact on the organization than carefully worded statements from leadership and management.

• Practice self-care and address the value of emotional labor. You may have been in overdrive for the past four years, but you cannot and should not sustain that pace even if being “always on” is presented as some kind of new normal. Collaborate with your peers to develop a manager self-care plan that allows each individual to have time away for the rest and rejuvenation necessary to sustain critical energy levels. As noted in a Harvard Business Review article, “emotional labor, whereby leaders manage their feelings and expressions to fulfill the expectations of their role, is substantial.” Without proper support, there will be significant costs to this additional burden of emotional labor. Unmanaged, it puts leaders at an increased risk of burnout and health issues. Keep in mind that you are modeling the behaviors your team will believe are expected of themselves, so taking time for yourself is critically important for your own benefit and theirs. In turn, organizations risk decreases in productivity and performance and high turnover of leadership talent.

• “Map and adapt” while you lead through disruption. As we approach a new year and uncertain economic conditions, it’s a good reminder to constantly map and adapt. Be open to data and input that enables us to maintain an accurate, up-to-date mental map of the world around us. For example, whether you receive new information about your organization, get unexpected feedback about a practice you've implemented, or simply engage in regular reflection, be open to evaluating the context and understanding why you encountered something unexpected. Too often, leaders can get stuck in established patterns of thinking and miss an important opportunity to co-create solutions, share problems, or simply just connect with employees. Given the challenges managers face, organizations can support their “squeezed” leaders by encouraging them to practice patience and understanding with themselves when they don’t handle things perfectly.

• Understand how the behaviors of your employees have changed. The work did not necessarily change as a result of the three-year pandemic, but the people did. What motivates them, as well as the new boundaries they have put into place, need to be thoroughly understood. Employees who set work-life boundaries aren't disengaged. Our data shows that 78% of employees with clear boundaries report higher productivity than those working excessive hours, and they're 2.1x more likely to stay with their organization. They might just feel disconnected from their team and lack the energy or confidence to tackle their work.

• If feelings of disconnection are an issue on your team, consider what your organization is doing to articulate a shared vision for the future . Take the time to understand where your team members’ interests and talents are. Assess places where they excel and places where they have room for growth, and communicate often to level-set their expectations. Once there, create a path and time in the day for this development to occur. Look for opportunities to connect your team to development opportunities, cross-training, and advocate for in-role elevation when they are suited to grow within their current role. Be honest and straightforward when growth opportunities don’t align with the organization’s goals.

• Foster a healthy workplace climate. Employees in high-stress roles need specific support: flexible scheduling, mental health days, and manager check-ins on workload. Organizations providing these three supports see 44% lower burnout rates than those that don't. They also want to work in a place that values diversity, and where it’s safe to be authentically themselves. Specifically for managers, focusing on stress mitigation along with the removal of other barriers to success is essential. To achieve this, set clear goals aligned with desired outcomes. Define clear deliverables and deadlines for each role. Teams measured on outcomes rather than hours worked show 31% higher productivity and 26% better work-life balance scores. Most employees thrive in autonomy by completing their work in their own way, but they also need clear, achievable goals — and providing those goals is your job. Ensure that you don’t take advantage of your most energized employees. They are willing to help anytime, anywhere, but when work can wait, encourage them to unplug.

• Shadow each team member for two hours quarterly to understand their daily challenges. Managers who do this identify 3x more process inefficiencies than those who rely solely on survey data. Spend time working with your team and gather their feedback to understand what changes could be made to improve collaboration, communication, and overall effectiveness. Use 360 feedback to understand your team's perspectives on areas where you might improve as part of your own development. Remember, continuous improvement is a two-way street. As you gather feedback, demonstrate your commitment to growth by sharing your own development goals with your team. This transparency will foster a culture of mutual growth and accountability, encouraging your team members to also embrace continuous learning and improvement.

What belongs on a people leader checklist?

HR leaders should seize every possible opportunity to facilitate a genuine give-and-take environment that feels fair and reciprocal to both employees and leaders.

• Employees who see clear ROI on their work are 4.2x more likely to recommend their organization. This requires transparent communication about how individual contributions drive business results. Employees want to know that their contribution matters to their leaders, managers, and peers. They also want to work for an organization with a strong Employee Value Proposition (EVP) — “what’s in it for me?” — that encompasses competitive rewards, a healthy culture, and meaningful work. Conduct quarterly talent market analyses and share findings with managers. Organizations that communicate competitive positioning and individual impact see 37% higher retention than those that don't. The importance of this cannot be overstated: According to research from Gartner, organizations that effectively deliver on their EVP experience 69% lower annual employee turnover.

• Proactively reach out to former employees who were regrettable losses. Perceptyx panel research of more than 1,000 working Americans shows that extending employee lifecycle surveys beyond exit surveys to include alumni surveys of former workers provides a clear competitive advantage. Such surveys — sometimes characterized as “ after-lifecycle ” surveys to indicate they are engaging employees who have ended their employee lifecycle with a given organization — can help you improve the existing employee experience by offering data-driven insights into the reasons these employees left. Fully-fledged alumni programs for former employees, which are ideal for mature organizations, can help former employees maintain a long-lasting sense of connection with the organization they left. Of course, for less mature organizations that may not be ready for extensive lifecycle surveying or full alumni programs, exit surveys can serve as a valuable starting point to gather insights from departing employees. These surveys can provide immediate feedback on reasons for leaving and areas for improvement within the organization. Finally, Perceptyx research has shown that when attributes of the Employee Value Proposition most attractive to employees are being met, employees are more likely to stay where they are — while ensuring those attributes in place for alumni who are returning as employees could make a significant difference in terms of boomerang retention.

• Map lateral moves, stretch assignments, and skill-building opportunities alongside promotions. Employees with access to three or more development paths show 52% higher engagement than those with promotion-only options. For most organizations, there aren’t enough rungs on the traditional ladder to keep every employee moving straight up. People leaders should work to understand the interests and talents of employees, which may not always mean going up the ladder but may also be in stretch assignments or lateral moves that allow them to grow their skills in other ways. Our research shows career opportunities are one of the key reasons an individual might look for a job elsewhere , regardless of employee level (individual contributors, managers, and executives all agree). Employees who can see themselves in the organization’s future are not only more likely to stay but can contribute their best effort, and sometimes a little more, to drive the organization toward that future.

• Transform your organization's approach to actioning and career development with next-generation features like Perceptyx’s Activate , which leverages AI-Assisted Action Planning and Intelligent Nudging. This empowers managers at all levels to turn employee feedback into actionable strategies without overwhelming their schedules. Activate, for example, enables personalized, proactive management by identifying key areas of focus and delivering scalable, sustainable insights directly into the daily workflow through popular platforms like email and Slack. This integrated approach not only simplifies the action planning process but ensures that it's a continuous, evolving effort that adapts in real-time to the latest feedback and organizational needs. For instance, Activate doesn't just highlight how often a manager interacts with their team but also enhances the quality of these interactions by suggesting effective communication strategies, fostering a supportive environment, and encouraging leadership behaviors that align with organizational goals.

• Elevate the focus on diversity, equity, and inclusion by centering “ belonging.” Belonging drives retention: employees with high belonging scores are 3.4x more likely to stay than those with low scores. Measure belonging separately from inclusion to track whether equity initiatives actually create connection. Belonging is an outcome variable affected by inclusion and equity activities — although many organizations have begun transitioning their DEI strategies into efforts classified as “belonging.” However, belonging has a specific definition, representing a sense of acceptance, inclusion, and identity as a member of a specific group. Although related, belonging isn’t the same as inclusion. When you are successful with inclusion and equity, a high sense of belonging will follow. That makes belonging a key variable that all HR departments should track over time. Inclusion assumes that there are insiders and outsiders, with actions taken to include those outsiders. It’s an assumption that, ironically, already treats groups differently within the company. Track belonging through three questions: 'I feel accepted by my team,' 'My opinions are valued,' and 'I can be myself at work.' Organizations scoring above 75% on all three see 41% lower turnover. Measuring inclusion activities on employee surveys points us to those practices that drive belonging. We know belonging matters, too, as it is a key driver for whether someone stays or leaves an organization — putting leaders in a position to significantly impact this aspect of the employee experience.

• Ensure your employee recognition efforts are updated to match the way work gets done in your organization today. Not feeling valued is a major barrier to success in the workplace. Perceptyx's research indicates that employees who receive recognition and praise are more engaged and motivated. Take it upon yourself to reflect employee performance back to them — whether through recognition for a job well done or through constructive feedback on productivity or quality of work. Recognition can come in many forms, such as direct methods (recognition programs), showing gratitude for efforts in team meetings, or indirect ones, such as providing new opportunities as a result of a team member’s effort or inviting them to share their best practices with others to benefit from. Ultimately, you are the steward of your team’s experience within the organization, and they need you. More than that, reflect on your own behaviors. If your team is spread across the country, what does it communicate to them if you continue commuting to the office on a daily basis and logging many late hours there? Remember, leadership styles aren’t necessarily bad or good, but they’re not necessarily a good fit for every organization or team.

What belongs on an executive leader checklist?

Executive leaders face three urgent priorities: 68% of employees cite unclear strategy as a top concern, 54% report inadequate pay transparency, and 47% lack confidence in leadership's recession planning.

• Use concise, authoritative top-down communication to mitigate anxiety during organizational changes. Executives who communicate weekly during major changes maintain 76% employee trust, compared to 43% for those who communicate monthly or less. Frequency matters more than message perfection. Perceptyx research highlights the importance of official, transparent communication in managing employee concerns. For instance, in the context of potential layoffs, our research found that employees display higher levels of worry when there was speculation about cuts versus when their organization had issued official communication about actual reductions. 90% of employees who heard reduction-in-force rumors had some layoff anxiety — eight points higher than those working in organizations that had actually executed lay-off actions. This highlights the value of communicating not just frequently but authentically to limit rumor-mongering and the resulting anxiety. Similarly, it's important to preemptively address the impact of significant changes like AI and automation on the workforce. Employees often fear that their jobs may be replaced by these technologies, which can exacerbate general anxiety about job security. Transparent communication about how new technologies will be integrated into the organization, including any potential impacts on job roles, can help alleviate these fears. Leaders who explain the business rationale, timeline, and individual impact of changes see 58% less employee anxiety than those who announce changes without context. This approach allows organizations to navigate changes more smoothly while supporting their workforce through periods of transition.

• Regularly communicate information about the health of your business. Based on that same Perceptyx research on layoffs, layoff survivors who reported open communication about layoffs and furloughs were more than twice as likely to be fully engaged than those whose organizations did not communicate openly. The same was true for employees who were able to ask questions to fully understand the changes and resulting impacts on the organization. This continuous conversation with employees is equally important when layoffs aren’t on your radar. This helps build a foundation of trust and transparency, which is crucial during times of uncertainty. Opening a dialogue creates an environment where difficult conversations are not only OK but encouraged. Just because leaders aren’t talking about it doesn’t mean that employees aren’t — and without official information, they are left to their (often negative) imaginations. The best time to have an honest conversation is right now — whether your organization is contemplating layoffs, struggling to find talent for open roles, or just dealing with business as usual. By continuously gathering and acting on employee feedback, you can create a more resilient and engaged workforce, prepared to navigate both challenges and opportunities.

• Listening is critical even (and perhaps, especially) in tough times. Employees have important perceptions about their workplace experience, and not just during a planned survey period. A recent Perceptyx study of Human Resources professionals about employee listening during a possible recession drove that point home, with more than 60% indicating they would survey and formally listen to employees more during a downturn rather than less. That’s why it’s important for organizations to have a comprehensive yet adaptable listening strategy that reaches employees in a variety of ways. However, listening alone isn’t enough — organizations must also use that data for decision-making. When employees report action, they are nearly twice as likely to want to stay, want to be an advocate, and feel pride and motivation to do good work. As reaffirmed by our research on the state of employee listening, organizations that listen (and act) well can see around corners and adapt rapidly to change. A mature listening strategy, supported by a world-class listening platform and analytics expertise, allows for a rapid organizational response to important topics as they occur, without waiting for planned survey events.

Frequently asked questions

How can I build a simple leader checklist for a hybrid team?

1. Daily: Confirm priorities for distributed work and remove blockers in your team's shared channel.

2. Weekly: Hold 1:1s with each direct report and review progress against outcomes, not hours.

3. Monthly: Review workload and well-being signals and rebalance work across remote, hybrid, and on-site employees.

4. Quarterly: Set clear goals, review development plans, and run a short pulse survey to track engagement gaps.

5. After major changes: Re-communicate the "why," the timeline, and the impact on roles to reduce rumor-driven anxiety.

How often should I update my leadership checklist?

Review your leadership checklist quarterly to ensure alignment with your team's evolving needs and organizational priorities. Don't wait for scheduled reviews if significant changes occur—such as business strategy shifts, restructuring, or new survey feedback. Organizations that adapt their leadership practices in response to real-time data see 34% higher engagement than those following rigid annualcycles. During quarterly reviews, assess which items drove impact, which fell by the wayside, and what new challenges require attention. Involve your team by asking what leadership behaviors have been most helpful and where they need more support. This collaborative approach improves your checklist's relevance and demonstrates responsive leadership. Between reviews, adjust your approach based on pulse surveys, one-on-one feedback, and observable changes in team dynamics.

What are the most important leadership skills for employee engagement?

The most critical leadership skills for driving employee engagement include transparent communication, active listening, and the ability to translate employee feedback into action. Our analysis of manager effectiveness data shows that leaders who conduct regular one-on-ones, respond to concerns within 48 hours, and share clear quarterly goals see 32% higher engagement scores. Equally important are inclusive leadership behaviors that foster belonging — employees who feel their opinions are valued and can be authentic at work are 3.4x more likely to stay with their organization. Finally, leaders must develop hybrid management competencies, as 76% currently lack the skills needed to effectively manage distributed teams across remote, hybrid, and on-site arrangements.

How can leaders improve employee retention through listening?

Leaders improve retention by implementing a comprehensive employee listening strategy that combines multiple touchpoints throughout the employee lifecycle. Organizations that conduct quarterly pulse surveys, hold weekly one-on-ones, and act on employee feedback see retention rates 41% higher than those that don't. The key is closing the feedback loop. When employees report that action was taken on their input, they are nearly twice as likely to want to stay with the organization. Extend your listening beyond current employees by conducting exit surveys and alumni surveys to understand why regrettable losses left and what might bring them back. Our research shows that employees who see clear ROI on their contributions and work for organizations with strong Employee Value Propositions experience 69% lower annual turnover.

What role does employee listening play in leadership development?

Employee listening is fundamental to leadership development because it provides leaders with the data-driven insights needed to identify skill gaps and measure improvement over time. Use 360 feedback surveys to help leaders understand their team's perspectives on areas for growth, and conduct manager effectiveness surveys to benchmark leadership capabilities across your organization. Leaders who shadow team members quarterly and gather direct feedback on their leadership approach identify 3x more opportunities for improvement than those relying solely on survey data. A mature listening strategy also enables leaders to track the impact of their development efforts. Organizations that measure leadership behaviors before and after training interventions see 52% higher skill adoption than those that don't measure outcomes.

How do I create an action plan from employee survey results?

Start by identifying the top two or three engagement drivers with the largest gaps between importance and satisfaction scores in your survey data. Focus on issues within your control as a leader. Our data shows that managers who concentrate on workload balance, career development, and recognition see faster engagement improvements than those tackling organization-wide concerns. Share survey results transparently with your team within two weeks, then co-create solutions through facilitated discussions or small focus groups. Set specific, measurable goals with 90-day timelines and assign clear ownership for each action. The challenge is follow-through: only 20% of managers who receive focused insights actually complete action planning. AI-assisted tools like Perceptyx's Activate can help by delivering personalized recommendations and intelligent nudges directly into your workflow, ensuring action planning becomes a continuous practice rather than a one-time event.

What employee listening tools should leaders use?

Effective leaders use a combination of listening tools that capture both structured and unstructured feedback throughout the employee lifecycle. Annual engagement surveys establish baseline metrics and identify organization-wide trends, while quarterly pulse surveys track progress on specific initiatives and emerging concerns. Supplement surveys with always-on listening channels like employee feedback platforms, suggestion boxes, and regular one-on-one conversations. Don't overlook the power of open-ended survey responses — analysis of 500,000 text comments shows that 63% of engagement issues stem from problems employees describe in their own words but rarely rate directly in numeric questions. For comprehensive insights, implement lifecycle surveys at key moments including onboarding, role transitions, and exit, then extend listening to alumni surveys for former employees. The most mature organizations integrate these tools into a unified people insights platform that enables real-time analysis and AI-driven recommendations for action.

How can leadership communication reduce employee anxiety during change?

Leadership communication during organizational change must be frequent, transparent, and context-rich to effectively reduce employee anxiety. Executives who communicate weekly during major changes maintain 76% employee trust, compared to just 43% for those who communicate monthly or less. In other words, frequency matters more than message perfection. Our research on layoff anxiety found that 90% of employees who heard reduction-in-force rumors experienced anxiety, eight points higher than those in organizations that had actually executed layoffs with official communication. This demonstrates that silence creates more fear than difficult truths. When communicating changes, always explain three elements: the business rationale, the timeline, and the specific impact on individual roles. Leaders who provide this context see 58% less employee anxiety than those who announce changes without explanation. Create opportunities for two-way dialogue through town halls, manager Q&A sessions, and anonymous question channels. Employees who can ask questions to fully understand changes are more than twice as likely to remain engaged through the transition.

How can Perceptyx help leaders listen and act?

Organizations that strive to create a healthy and engaged workplace when times are good — and then continue the work in a purposeful way when times are tough — will reap the benefits of greater retention and productivity. By remaining physically and emotionally fit to contribute to the workforce, their families, and their communities, employees also benefit. Start with one action from this checklist this week. Organizations that implement manager check-ins, transparent communication, or career mapping within 30 days see measurable engagement improvements within 90 days.

As an experienced listening partner, Perceptyx can help your organization conduct all the meaningful conversations needed to fully and comprehensively understand your employee experience. To learn more about how we can help, schedule a meeting with a team member.