360 feedback survey

The SOS Group PO Box 292 Balaklava South Australia 5461

[email protected] PH: 0417 567 148 ABN: 91 142 852 131 www.thesosgroup.com.au

360° Feedback Surveys

360 Feedback Surveys 2

Head – Heart – Feet – Spirit

HEAD

Strategist and Decision Maker

This person demonstrates a clear understanding of current and future forces that will impact on the business / our team

This person ensures everyone is clear about priorities

This person displays good judgment and common sense

This person thinks clearly about complex issues and can get to the heart of the matter quickly

This person is inclusive, engages all stakeholders when making a decision that affects them

When making decisions, this person engages with risk effectively - they are not a risk seeker nor are they risk averse

Visionary and Innovator

This person has a clear vision for how their part of the organisation can continue to add value for the business

This person encourages people to think creatively, 'outside the square'

This person addresses issues by first thinking broadly and exploring a wide range of possible options

Our work processes and practices have been improved by this person

This person sees change coming and helps everyone prepare for it

This person monitors for any discontent associated with change and deals with it appropriately

HEART

Relationship Developer

This person invests in the development of people, is genuinely interested in helping them grow professionally

This person is caring, they recognise and allow for the personal circumstances of others

This person skilfully prevents or manages conflict between people with opposing interests or priorities

As a manager this person has found the right balance between performing their own technical work / reviews and managing and leading people

As a manager this person has found the right balance between friendship, use of interpersonal skills and use of authority

This person does not react emotionally when exposed to a tense situation

Communicator

This person keeps us fully informed, we don't have to rely on the grapevine for information

This person expresses their thoughts and ideas politely, tactfully and with respect for others, they are not abrupt, abrasive or overly blunt

This person communicates at the right level of detail for each situation, they never over-complicate or over-simplify things

When dealing with a group of people, this person communicates with confidence

This person has good face-to-face, one-on-one communication skills

This person is a good listener - they show a genuine interest in what the other person is saying


FEET

Conductor

This person involves people effectively throughout every stage of a change process

This person knows how to use the skills of different people at the right time to get the best overall result

This person allocates workloads fairly

This person actively encourages people to share information and help each other

This person demonstrates a genuine enjoyment of teamwork

This person thinks and plans ahead carefully so everyone knows what's coming and what their role will be

Driver of performance standards

This person is aware of cases of underperformance and addresses them effectively

This person is aware of peoples' special talents and helps them use these to best effect

This person acknowledges and celebrates the achievement of our goals

This person sets clear performance goals

This person is honest and fair in assessing the performance of others

This person always delivers on their commitments, despite set-backs or uncertainties

SPIRIT

Authenticity

This person is open minded and evidence based and they do not make judgments prematurely or without the facts

This person can be trusted completely with confidential business information or sensitive personal information

This person is respected as a manager

This person is willing to take an unpopular stand if they believe it is right

This person treats other people with respect, regardless of their position or role

This person takes full responsibility for their decisions, including when things don't go to plan, they don't pass the buck

Sustainability

This person gives appropriate consideration to their personal health and wellbeing

This person can comfortably relate to people of a different age, gender or ethnicity and genuinely values this diversity in our workplace

This person is resilient, they can bounce back from adversity

This person asks for feedback so they can learn more about their leadership strengths and weaknesses

This person delegates effectively - does not complete tasks that should be performed by someone else

This person resolves issues constructively, they do not attract or create conflict and tension


Team Leadership

People management

Focuses on developing people

Possesses a genuine intent to foster the learning and development of people

Uses incentives intelligently

Is passionate about the performance of people

Differentiates effectively between high and low performers and then provides relevant development opportunities

Implements effective strategies to address individual performance issues

Inspires people

Is a model of excellence

Finds out what inspires individual staff and then tries to provide this

Communicates openly

Has a positive vision of the future and communicates it regularly

Fully informs people how well objectives are being achieved

Interpersonal Effectiveness

Has strong listening skills

Is an active listener - reflects back what they have heard

Does not interrupt when people are speaking

Asks questions that go to the heart of the issue

Is a good listener

Is in touch with the concerns of individual staff

Understands what motivates others

Is sensitive to the needs of others and shows sincere interest

Is able to understand what motivates and drives others

Presents a valid view of peoples' strengths and weaknesses

Is non-judgemental when dealing with people

Understands a person's underlying problems or issues

Conflict management

Demonstrates sensitivity

Communicates without undue emotion and/or pre-judgement

Is diplomatic in imparting difficult or negative information

Manages sensitive interpersonal situations effectively

Relates well to all levels of staff


Resolves conflict or potential conflict in a constructive manner

Resolves conflict effectively

Acts in a timely and appropriate way to resolve conflict

Avoids hostility when dealing with conflict - remains calm at all times

Can see when situations resulting in conflict are likely to arise and takes action to prevent this

Identifies and resolves conflict with minimum disruption to team function

Skilfully secures win-win agreements between parties with opposing interests

Team performance

Builds team effectiveness

Actively resolves team conflict when it occurs

Does not hide or avoid issues

Promotes and protects the team's credibility and reputation

Uses team meetings and get-togethers effectively

Publicly credits team members who have performed well

Communicates a compelling vision to the team

Expresses positive expectations of team members/staff and team members

Generates excitement, enthusiasm and commitment to the organisation's vision and values

Has a clear vision for the future and regularly plans team activities to achieve this vision

Sets a good example, is a role model for the team

Strongly supports the goals for the team

Teamwork

Consults with the team appropriately

Displays a willingness to listen to informed views of team members

Shows respect for the opinions and experience of team members

Values learning from team members

Acknowledges openly and is grateful for the input of team members

Consults with the team on all important issues

Team processes

Keeps the team informed

Promotes cooperation and sharing among team members

Disseminates appropriate information to customers and stakeholders

Speaks openly and honestly even when the subject matter is unpopular

Shares all relevant or useful information

Keeps team members informed and up-to-date about key issues


Change Management

Change management

Manages change well

Manages internal and external relationships to gain acceptance of change

Demonstrates capacity to identify priorities for change

Sustains change processes until successful outcomes are apparent

Rewards and motivates others who are creative and change ready

Involves staff in initiating and implementing change

Responds to change drivers

Improves team's capacity to deal with change

Locates discontent arising from change and deals with it effectively

Generates innovative and creative ideas which assist in progressing the change process

Creates innovative solutions to deal with uncertainty resulting from change

Reshapes the team to deal with the challenges created by change

Communication

Communicates with influence

Supports own comments with logical explanation and sound rationale

Adapts communication style to engage specific audience

Communicates fluently, effectively and coherently

Communicates openly with staff

Is a good listener

Creates Clear Understandings

Is in touch with the concerns of others

Allows issues to be raised and discussed without fear of reprisal

Encourages and practises open communication

Communicates the 'big picture' well

Conveys difficult ideas and problems in a way that aides understanding

Conflict management




Relates well to all levels of staff



Resolves conflict or potential conflict in a constructive manner



Avoids hostility when dealing with conflict - remains calm at all times

Identifies and resolves conflict with minimum disruption to team function

Skilfully secures win-win agreements between parties with opposing interests


Drive

Has strong personal resolve

Is willing to take an unpopular stand if they believe it is right

Is willing to support the company line even if this will be unpopular with others

Is not influenced by friendship considerations when a tough decision is needed

Knows how to say "no"

Is willing to make tough decisions

Possesses strong drive

Displays proactivity and a sense of urgency to get on with the job

Is able to convince others to willingly support a preferred outcome or approach

Drives people hard to produce results

Role models high performance standards

Demonstrates good thinking when placed in stretching or challenging situations

Judgement

Focuses on priorities

Chooses strategies that will best serve in reaching objectives

When it is time for action, picks on the big issues first

Is not distracted by irrelevant information or non-critical issues

Remains focused on critical issues even when extremely busy

Sets appropriate priorities based on key information

Risk management

Takes calculated risks

Reduces risks involved in change through careful planning and consultation

Challenges the status quo

Identifies and assesses the risk associated with key decisions

Tries new approaches to achieving goals

Does not blindly accept current practices


Strategic Management

Change management

Manages change well

Rewards and motivates others who are creative and change ready

Demonstrates capacity to identify priorities for change

Involves staff in initiating and implementing change

Manages internal and external relationships to gain acceptance of change

Sustains change processes until successful outcomes are apparent

Responds to change drivers

Creates innovative solutions to deal with uncertainty resulting from change

Generates innovative and creative ideas which assist in progressing the change process

Improves team's capacity to deal with change

Locates discontent arising from change and deals with it effectively

Reshapes the team to deal with the challenges created by change

Problem Solving

Sees patterns and relationships

Analyses relationships between different aspects of a situation or problem

Makes causal links between pieces of information or data

Can see how something fits into the big picture

Recognises the likely causes of events/problems

Recognises the consequences of alternative actions

Uses basic tools for analysis

Breaks big problems down into key tasks, activities or issues

Distinguishes between fact and opinion when analysing a situation

Clarifies the outcome required before starting any complex task

Generates and evaluates alternative solutions to complex problems

Identifies priorities for action in order of importance

Manages strategically

Aligns current actions with long term strategic goals

Translates long term strategy into clear current business objectives

Assesses and connects short-term day-to-day activities with longer-term strategies or a long-term perspective

Anticipates the impact of current actions on proposed strategic outcomes

Prepares and reviews contingency plans for problems that might occur


Redesigns the department and/or organisation to better meet long term objectives

Builds the organisation for the future

Focuses on long term process and performance improvement

Works across functional teams to ensure all activities are contributing to the overall goals of the company

Relates all major activities to a clear long term vision

Demonstrates a strong knowledge of future customer requirements

Uses knowledge of competitor capabilities to improve operational focus

Thinks strategically

Thinks strategically

Understands the forces impacting on the organisation

Drives the organisation's/team's strategic thinking

Looks at the big picture when considering possible opportunities or projects

Can think clearly about complex issues

Effectively uses strategic frameworks for addressing key business issues

Understands strategy

Thinks in longer terms than day-to-day activities and commits this to paper

Pursues as many new ideas from sources outside the organisation as from within it

Is proactive - always ahead of the game

Is aware of the projected directions of the industry/environment

Effectively uses strategic frameworks for addressing key business issues

Judgement

Focuses on priorities

Chooses strategies that will best serve in reaching objectives

Is not distracted by irrelevant information or non-critical issues

Remains focused on critical issues even when extremely busy

Sets appropriate priorities based on key information

When it is time for action, picks on the big issues first

Demonstrates good judgement

Uses different techniques to break apart complex problems to reach a solution

Uses experience effectively when making decisions

Takes the human impact of decisions into account

Assesses the relative value of various options before making a decision


Risk management

Takes calculated risks

Challenges the status quo

Does not blindly accept current practices

Identifies and assesses the risk associated with key decisions

Reduces risks involved in change through careful planning and consultation

Tries new approaches to achieving goals


Performance Management

Conflict management







Feedback

Gives feedback well

Regularly gives constructive feedback for development purposes

Seeks feedback well

Responds to feedback by implementing appropriate changes to their behaviour

Seeks feedback from others to improve their effectiveness

Checks validity of their thinking with others

Listens to feedback carefully and without becoming aggressive or defensive

Information Management

Manages information effectively

Makes a systematic effort to obtain necessary information before acting

Engages in open and honest communication

Disseminates all the information people need to know to do their job effectively

Manages information systems effectively

Is aware of strengths and limitations of current support systems

Establish performance systems

Establishes a performance culture

Effectively determines the appropriate use and limits of resources


Effectively implements performance management with staff

Creates a results oriented work environment

Understands the drivers of success in the organisation and sets priorities accordingly

Sets and expects the achievement of demanding performance standards

Sets clear goals and expectations

Supplies full information to enable tasks to be successfully completed

Provides clear and concise instructions

Makes tasks, requirements and processes absolutely clear

Models the standards expected of others

States performance outcomes clearly - everyone knows exactly what they are expected to achieve

Sets high performance standards

Sets demanding goals to challenge and get the best out of people

Manage performance levels

Focuses on performance improvement

Uses sound analytical and critical thinking skills to improve performance

Initiates projects which improve team performance

Shares knowledge and/or learning to improve team performance

Acknowledges and celebrates achievement of performance requirements

Monitors and evaluates work

Is systematic - organises work processes well

Manages their time efficiently

Identifies mistakes, weaknesses or incorrect work and acts to correct them

Takes effective action against poor performance

Provides specific assistance, training or formal counselling when problems are identified


Personal Effectiveness

Achievement focus

Desire to succeed

Is able to to focus on high priority tasks without being distracted

Is not reluctant to ask for support

Undertakes learning to improve work performance

Acts without fear or favour to address lack of productivity

Initiates continuous improvements to work methods

Outcomes focus

Develops team capability to plan and manage major challenges

Performs professionally and with the expertise required of the position

Acts decisively when making an assessment, committing to a position or initiating action

Achieves goals by ensuring efficient follow-up on issues

Measures achievements rigorously against plans

Communication

Gives and receives feedback

Is a good listener

Gives constructive feedback to others

Accepts feedback form others without becoming aggressive or defensive

Acts on feedback received from others

Maintains the confidentiality of sensitive personal information

Is a logical communicator

Uses research and other tools to back up opinions and decisions

Expresses opinions with clarity and sound examples

Relates all information to key issues that concern the listener

Selects and uses appropriate communication techniques

Presents information in a clear logical sequence

Customer Service

Acts as the customer's advocate

Seeks information about the underlying needs of the customer

Seeks long term benefits for the customer

Takes customer's side when this conflicts with internal interests

Will do whatever it takes to resolve customer problems


Is honest and open in all communications with customers

Improves customer satisfaction

Identifies and implements opportunities to improve customer satisfaction

Responds quickly and effectively to customer dissatisfaction

Understands clearly the issues that drive customer satisfaction

Keeps everyone fully informed about customer satisfaction issues

Follows through on commitments to customers

Drive

Is energetic

Produces lots of new ideas

Is incisive, likes to get to the centre of matters quickly

Overcomes obstacles through tenacious behaviour

Possesses obvious enthusiasm and energy

Focuses on the execution of activities - walks the talk

Time Management

Ensures timely completion of tasks

Knows what work has a high priority and always attends to this first

Makes realistic estimates of the effort, resources and time to complete activities

Works efficiently and effectively

Keeps everyone focused on completing tasks by the due date

Factors possible contingencies into schedules


Interpersonal Skills

Consultation

Consults actively with others

Values other's input and expertise

Is willing to learn from other team members for the benefit of the team

Actively seeks and encourages others to input ideas and opinions

Shows respect for contribution or work of others

Seeks regular feedback on achievement of team goals

Establishes and maintains cooperative relationships

Recognises and responds to the needs of internal clients

Establishes genuine professional relationships with people

Readily shares relevant and useful information with people

Involves the right people at the right time in any process or decision

Builds rapport easily with a wide range of people

Communication

Communicates with influence

Adapts communication style to engage specific audience

Communicates fluently, effectively and coherently

Communicates openly with staff

Presents complex issues clearly, credibly and effectively

Supports own comments with logical explanation and sound rationale

Gives and receives feedback

Always provides specific feedback, using examples to demonstrate a performance issue

Gives constructive feedback to others

Accepts feedback form others without becoming aggressive or defensive

Acts on feedback received from others

Maintains the confidentiality of sensitive personal information

Interpersonal Effectiveness

Has strong listening skills

Is in touch with the concerns of individual staff

Is a good listener

Asks questions that go to the heart of the issue

Does not interrupt when people are speaking


Is an active listener - reflects back what they have heard

Understands what motivates others

Understands a person's underlying problems or issues

Is non-judgemental when dealing with people

Presents a valid view of peoples' strengths and weaknesses

Is able to understand what motivates and drives others

Is sensitive to the needs of others and shows sincere interest

Relationship Management

Establishes productive relationships

Nurtures internal and external organisational relationships

Praises others whenever appropriate

Responds to the needs of others in interpersonal relationships

Has good people skills and is enjoyable to be around

Puts effort into relationships to ensure mutual satisfaction

Maintains positive relationships

Maintains positive working relationships even when under pressure

Maintains strategies/processes that support involvement on all levels

Readily accepts responsibility for own mistakes

Maintains a healthy balance between working and personal life


Role Model

Is widely respected

Is seen as an honest, reliable and valuable member of the organisation

Interacts with people in a professional manner

Encourages open communication that allows issues to be raised without fear of reprisal

Treats all employees, customers and stakeholders with respect and empathy

Demonstrates respect for the customs and beliefs of various cultures in the organisation

Self-Management

Develops self

Evaluates self-performance and works actively to improve this

Readily accepts responsibility for own mistakes and sees them as an opportunity for future improvement

Keeps current in own areas of expertise

Handles personal stress so as to minimise negative effects on the workplace

Regularly asks for feedback on own performance

360 feedback survey

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