ISA 360 Sample Report

1. 360 DEGREE SAFETY
LEADERSHIP FEEDBACK REPORT
PARTICIPANT NAME
Date of Assessment

3. INTRODUCTION AND PERFORMANCE SUMMARY
ISA 360 Degree Feedback Report
This report contains detailed feedback collected from Participant Name and up to 10 colleagues
as part of the Integral Safety Assessment 360 for Company Name.
The survey measured how Participant Name and others perceive his practices and behaviours in
the context of Integral Safety, specifically the leadership practices that demonstrate Integral
Safety Leadership. Qualitative feedback was also captured via open ended questions, to assist in
quantifying Paul’s feedback and providing clear opportunities for development with real
examples.
DISCLAIMER
The ISA 360 questionnaire has been designed by Veraison to help Company Name gauge the level
of awareness in relation to Integral Safety and engagement in the associated safety practices by
the current chosen level of employees. Although the instrument, when analysed indicated the
sought-after qualities of validity and reliability, the absence of norming data makes it unrealistic
to make strong validation and reliability claims. Veraison is in the process of further reliability,
validity and norming testing. It is therefore recommended that the questionnaire is not used
outside the scope of its original design and specific intent. This report is for self-development
purposes only and should not be used for recruitment or promotion purposes.

4. INTRODUCTION AND PERFORMANCE SUMMARY
INTENTION OF THIS REPORT
This report has been designed to make visible the respondent’s beliefs, perceptions, and
applications of Integral Safety. The following pages provide a detailed analysis of the components
that make up the four capability areas within Integral Safety Leadership which allow for
exploration and self-development opportunities. These areas are:
1. Commitment
2. Curiosity
3. Caring Actively
4. Interconnectedness
One way to understand the 4 capability areas is to examine them through the lens of safety
cultures and their effectiveness. JMJ Associate’s 2010 White Paper1 defines 4 levels of maturity of
safety cultures, as pictured below:
The four capability areas often do not develop at the same rate, and these practices can be
operating to achieve different levels of safety culture depending on the development of that
practice. For example, one individual may demonstrate “Commitment” at a level that may be
working towards an Achieving Safety Culture, they might also be demonstrating “Curiosity” at a
level that will achieve a Reacting Safety Culture.
All of these approaches are well-intentioned. No one sets off to work with the intention to injure
themselves or their workmates, yet occasionally this is what happens. We call this the Intention-
Impact gap.
1 Strycker, R. (2010). Safety Culture and Leadership: Looking for a 21st Century Solution for Safety
Performance: Integrating Personal & Process Safety.

5. INTRODUCTION AND PERFORMANCE SUMMARY
For example, a safety leader might think he is doing a great job by encouraging everyone to fill out
all their paperwork and making sure to discipline those who haven’t filled the paperwork in
correctly.
The unintended impact might be that the paperwork is so frequent and so repetitive that workers
are no longer paying attention, they are just ticking boxes so they can get back to work, rather than
really thinking about their safety. The forms become a perceived obstacle to productivity, rather
than a tool to keep them safe and be efficient.
In this scenario, the intention is positive, the safety leader wants to keep people safe. But the
impact is that the paperwork is no longer perceived as valuable, or used in a way that provides
value. The impact may mostly be invisible to the safety leader. Even if it was visible, there is no
obvious quick-fix answer to this problem, and the pattern may continue anyway. In this instance
the safety leader is practising “Building overlapping layers of protection” in a way that will achieve
a Conforming Safety Culture.
The aim of this assessment process is to identify what these safety practices look like at each of
the four cultural levels. We can then create a personal development plan based on the
respondent’s current level of development. For more information on how the capability areas
“show up” at each of the four safety culture maturity levels, please refer to the Integral Safety 360
Resources.
By increasing the respondent’s awareness of their current relationship with Integral Safety, we
will be able to highlight how a respondent’s actions are correlated to their views and beliefs as
demonstrated in the following:
Using the safety leader we met in the earlier example, if he views paperwork as a way to keep
people safe AND save his skin if something goes wrong, then he is much more likely to insist on
paperwork being completed rigorously, and unintentionally create a situation where paperwork
has limited value for his team members.
Beliefs
•E.g. 'if everyone
always follows the
policies and
processes no-one
will get hurt'
Action
•Monitor P&P
compliance like a
police officer
Results
•Unintended impact
could be injury
because of tick and
flick use of P&P's
or over-reliance on
them ie: stop
thinking

6. INTRODUCTION AND PERFORMANCE SUMMARY
Using Integral Safety Leadership as a guide, we can bring beliefs, views, and behaviour
about safety and performance into the light. The respondent then has an opportunity to
analyse their current effectiveness, which allows for guidance towards alternative beliefs,
views, and behaviours that will generate optimal effectiveness.
Shifting beliefs toward the Integral level will generate higher performance.
HOW TO READ THIS REPORT
Thise are six sections to this report
1. Summary of Performance that details the feedback from the qualitative interviews and
correlates it with the top 5 strengths and areas to improve identified in the quantitative
assessment
2. Analysis of Transformational Level that provides an indication of the individual’s
current level based on all of the feedback
3. Suggestions to Transform that may inform the personal development plan
4. Your Results from the quantitative assessment presented in a Spidergraph
5. Appendix: Detailed Results of the quantitative assessment
6. Personal Development Plan that will become the focus of your individual and group
coaching
The Scale
The scale chosen for this assessment was a 6 point scale ranging from “Strongly Disagree = 1” to
“Strongly Agree = 6” with no option for a neutral or ‘undecided’ response. These descriptions must
be considered when interpreting the results as any score lower than 4 (“slightly agree”) actually
indicates a negative response and suggests the individual has a significant area for development
on that item. Any scores between 4 (“slightly agree”) and 5 (“agree”) indicate the individual has a
moderate development opportunity on that item. Anything above 5 (“agree”) is heading in the
right direction with 6 (“strongly agree”) the benchmark for high performance.

7. PARTICIPANT NAME
Your Feedback Report
Date of Assessment

8. Your results
This report brings together feedback given about your performance by:
Your view 1 response
Line manager(s) 2 responses
Peer(s) 3 responses
Summary of top strengths and areas to improve
The goal of 360° Feedback is for you to use the feedback for your personal development, to help you grow
and achieve more in your career.
You were given feedback on 30 different areas. We recommend that you focus on your top strengths and
areas to improve, listed below.
Your top 5 strengths
1. Speaks Up with Care
2. Looks out for Others
3. Demonstrates Commitment
4. Actively Cares
5. Shows worth of care
Your top 5 areas to improve
1. Maintains Best Practice PPP
2. Acknowledges Outdated PPP
3. Shares Improvements
4. Looks for Gaps in PPP
5. Talks Above the Line Controls
Each person gave you a score (out of 6) for your
current performance for each of the areas in the
assessment. Your top 5 strengths are the areas
for which, on average, you were given the highest
scores.
Each person also gave you a score for your
desired performance. The top 5 areas to improve
are those for which the gap between your current
performance and your desired performance is
largest.
2

9. Spidergraph
The spidergraph below shows all of the areas you were assessed against and the average scores given by
people assessing you (not including your own score).
Current performance Target performance for 12 months time
Commitment
Acknowledges Reporting
Acknowledging Success
Communicates The Why
Demonstrates
Commitment
Encourages
Reports
Shares Commitment
Solves with Team
Stops when
Curiosity
Asks Questions to
Understand
Ear To The Ground
Listens Curiously
Seeks Input from Others
Seeks Perspectives
Caring Actively
Actively CaresConfidence
Looks out for Others
Shows worth of care
Speaks Up with
Interconnectedness
Acknowledges
Outdated PPP
Acknowledges
Vulnerability
Asks Questions about
Risk
Contacts Right
Evaluates
Effectiveness of PPP
Looks for Gaps in
PPP
Maintains
Best Practice
Promotes Inter-Unit
Teamwork
Shares Improvements
Talks Above the Line Controls
Trusts Workforce to Anticipate
3
4
5
6
3

10. Your top areas to improve
Your colleagues were asked to rate both your current and desired performance. The areas that your
colleagues think you would benefit most from improving are listed below.
Review if you agree with the areas below, or if there are any surprises to discuss with your manager. You
may wish to tackle one or more of these areas in your personal development plan.
Area assessed
Desired improvement
Small Large
Evaluates Effectiveness of PPP
Asks Questions about Risk
Ear To The Ground
Seeks Perspectives
Acknowledges Vulnerability
You can review all of the
areas to see if there are
others you wish to
prioritize.
Communicates The Why
Promotes Inter-Unit Teamwork
Acknowledging Success
Asks Questions to Understand
Encourages Reporting
Trusts Workforce to Anticipate
Acknowledges Reporting
Confidence
Listens Curiously
Reports Hazards
These areas need less
improvement and should
not be your top priority.
Seeks Input from Others
Shares Commitment
Shows worth of care
Solves with Team
Actively Cares
Contacts Right People
Demonstrates Commitment
Looks out for Others
Maintains Best Practice PPP
Acknowledges Outdated PPP
Shares Improvements
Looks for Gaps in PPP
Talks Above the Line Controls
These 5 areas need the
most improvement
4

11. How different groups rated your top areas to improve
Different groups of colleagues may have different views on which areas need most improvement. This can
help to explain why certain areas have come out top, and why others have not.
Compare the views below and think about why there are differences.
Area assessed
Desired improvement (average)
Small Large Your view Line manager(s) Peer(s)
Maintains Best Practice PPP Medium Large Medium
Acknowledges Outdated PPP Medium Large Small
Shares Improvements Medium Large Small
Looks for Gaps in PPP Small Large Small
Talks Above the Line Controls Medium Large Small
Evaluates Effectiveness of PPP Medium Large Small
Asks Questions about Risk Medium Large Small
Ear To The Ground Medium Large Small
Seeks Perspectives Small Medium Medium
Acknowledges Vulnerability N/A Large Small
Communicates The Why Small Large Small
Promotes Inter-Unit Teamwork Small Medium Medium
Acknowledging Success Medium Medium Small
Asks Questions to Understand Medium Medium Small
Encourages Reporting Small Medium Small
Trusts Workforce to Anticipate Medium Medium Small
Acknowledges Reporting Medium Medium Small
Confidence Small Small Small
Listens Curiously Medium Medium Small
Reports Hazards Small Medium Small
Seeks Input from Others Medium Small Small
Shares Commitment Medium Medium Small
Shows worth of care Medium Small Small
Solves with Team Small Medium Small
Actively Cares Medium Small Small
Contacts Right People Medium Small Small
Demonstrates Commitment Small Small Small
Looks out for Others Small Small Small
Speaks Up with Care Small Small Small
Stops when Unsafe Small Small Small
This column shows the average
amount of desired improvement.
Note: We do not include your view when
calculating this average
You can compare the
different views of
respondents below.
5

12. Appendix: Detailed results
The detailed results give you a complete breakdown of the feedback given about you. To find feedback on
specific areas, use the index located at the end of this report.
What do the scores mean?
For each area, each person gave you a score out of 6 for both your current performance and desired
performance. The meaning of each score is shown in the scale below:
3
Slightly Disagree
4
Slightly Agree
5
Agree
6
Strongly Agree
The desired improvement is then calculated as the score for desired performance minus the score for
current performance. An average gap of 0 to 0.4 is considered small, a gap of 0.5 to 1.1 is considered
medium, and a gap larger than 1.2 is considered large.
The feedback is
grouped into 4
sections
At the top of each
section, you’ll see
the scores provided
and the amount of
desired
improvement
If the section
included text-based
questions, the
answers to those
questions are
shown below.
9

13. Commitment
Current
performance
Desired
performance
Desired improvement
Small Large
Average scores for
Commitment
Your view 5.7 6 0.3
All colleagues 5.4 5.7 0.3
Acknowledges Reporting
Paul acknowledges staff
members for reporting unsafe
circumstances.
Your view 5 6 1
All colleagues 5.2 5.4 0.2
Line manager(s) 5 5.5 0.5
Peer(s) 5.3 5.3 0
Acknowledging Success
Paul acknowledges behaviours
that are aligned with safety in
the workplace.
Your view 5 6 1
All colleagues 5.2 5.6 0.4
Line manager(s) 4.5 5.5 1
Peer(s) 5.7 5.7 0
Communicates The Why
Paul communicates the
reasoning behind safety in the
workplace.
Your view 6 6 0
All colleagues 5 5.6 0.6
Line manager(s) 4 5.5 1.5
Peer(s) 5.7 5.7 0
Demonstrates Commitment
Paul demonstrates personal
commitment to safety in the
workplace.
Your view 6 6 0
All colleagues 6 6 0
Line manager(s) 6 6 0
Peer(s) 6 6 0
Encourages Reporting
Paul encourages staff to report
unsafe acts, hazards, and
risks.
Your view 6 6 0
All colleagues 5.4 5.8 0.4
Line manager(s) 5 6 1
Peer(s) 5.7 5.7 0
Reports Hazards
Paul reports all hazards,
including the 'quick fixes'.
Your view 6 6 0
All colleagues 5.4 5.6 0.2
Line manager(s) 5 5.5 0.5
Peer(s) 5.7 5.7 0
Shares Commitment
Paul shares commitment to
safety with the workforce.
Your view 5 6 1
All colleagues 5.6 5.8 0.2
Line manager(s) 5 5.5 0.5
Peer(s) 6 6 0
Solves with Team
Paul works with the team to
find a solution when someone
speaks up about a safety
concern.
Your view 6 6 0
All colleagues 5.6 5.8 0.2
Line manager(s) 5 5.5 0.5
Peer(s) 6 6 0
Stops when Unsafe
Paul stops to attend to an
unsafe act/practice even when
busy.
Your view 6 6 0
All colleagues 5.6 5.6 0
Line manager(s) 5.5 5.5 0
Peer(s) 5.7 5.7 0
10

14. Curiosity
Current
performance
Desired
performance
Desired improvement
Small Large
Average scores for Curiosity Your view 4.6 5.4 0.8
All colleagues 5 5.4 0.4
Asks Questions to
Understand
Paul asks questions to
understand a situation fully.
Your view 5 6 1
All colleagues 5.2 5.6 0.4
Line manager(s) 4.5 5.5 1
Peer(s) 5.7 5.7 0
Ear To The Ground
Paul routinely dedicates time
to listen to staff with the most
information about safety
practices.
Your view 4 5 1
All colleagues 4.6 5.4 0.8
Line manager(s) 4 5.5 1.5
Peer(s) 5 5.3 0.3
Listens Curiously
Paul listens curiously to other
people's ideas and opinions.
Your view 4 5 1
All colleagues 5.4 5.6 0.2
Line manager(s) 5 5.5 0.5
Peer(s) 5.7 5.7 0
Seeks Input from Others
Paul seeks input and ideas
from others before offering
solutions.
Your view 4 5 1
All colleagues 5 5.2 0.2
Line manager(s) 4.5 4.5 0
Peer(s) 5.3 5.7 0.4
Seeks Perspectives
Paul seeks information from a
range of people to understand
all perspectives when
something goes wrong.
Your view 6 6 0
All colleagues 4.6 5.4 0.8
Line manager(s) 4 5 1
Peer(s) 5 5.7 0.7
12

15. Caring Actively
Current
performance
Desired
performance
Desired improvement
Small Large
Average scores for Caring
Actively
Your view 5.4 5.8 0.4
All colleagues 5.8 5.9 0.1
Actively Cares
Paul cares actively about the
safety of other staff.
Your view 5 6 1
All colleagues 6 6 0
Line manager(s) 6 6 0
Peer(s) 6 6 0
Confidence
Paul is confident we will all go
home safely
Your view 6 6 0
All colleagues 5.2 5.4 0.2
Line manager(s) 5.5 5.5 0
Peer(s) 5 5.3 0.3
Looks out for Others
Paul looks out for the safety
and wellbeing of colleagues.
Your view 6 6 0
All colleagues 6 6 0
Line manager(s) 6 6 0
Peer(s) 6 6 0
Shows worth of care
Paul shows that it's worth
looking out for each other
Your view 4 5 1
All colleagues 5.8 6 0.2
Line manager(s) 6 6 0
Peer(s) 5.7 6 0.3
Speaks Up with Care
Paul tells a colleague to stop
work when they are doing
something unsafe.
Your view 6 6 0
All colleagues 6 6 0
Line manager(s) 6 6 0
Peer(s) 6 6 0
14

16. Interconnectedness
Current
performance
Desired
performance
Desired improvement
Small Large
Average scores for
Interconnectedness
Your view 4.3 5.1 0.8
All colleagues 4.7 5.7 1
Acknowledges Outdated PPP
Paul acknowledges when
procedures are outdated or
irrelevant.
Your view 4 5 1
All colleagues 4.6 6 1.4
Line manager(s) 3 6 3
Peer(s) 5.7 6 0.3
Acknowledges Vulnerability
Paul builds appropriate layers
of protection.
Your view n/a n/a n/a
All colleagues 4.8 5.4 0.6
Line manager(s) 3.5 5 1.5
Peer(s) 5.7 5.7 0
Asks Questions about Risk
Paul asks questions to get up-
to-date information about
current risks.
Your view 5 6 1
All colleagues 4.8 5.6 0.8
Line manager(s) 3.5 5.5 2
Peer(s) 5.7 5.7 0
Contacts Right People
Paul contacts the people who
will respond to the situation
when a hazard is identified.
Your view 2 3 1
All colleagues 5.4 5.4 0
Line manager(s) 5 5 0
Peer(s) 5.7 5.7 0
Evaluates Effectiveness of
PPP
Paul asks questions about
processes & procedures to
determine their effectiveness.
Your view 5 6 1
All colleagues 4.8 5.8 1
Line manager(s) 3.5 6 2.5
Peer(s) 5.7 5.7 0
Looks for Gaps in PPP
Paul continuously looks for
gaps in current safety
practices.
Your view 6 6 0
All colleagues 4.6 5.8 1.2
Line manager(s) 3.5 6 2.5
Peer(s) 5.3 5.7 0.4
Maintains Best Practice PPP
Paul regularly reviews current
processes and procedures so
they reflect best practice.
Your view 3 4 1
All colleagues 4 5.6 1.6
Line manager(s) 3 6 3
Peer(s) 4.7 5.3 0.6
Promotes Inter-Unit
Teamwork
Paul encourages the
workforce to contact experts
outside the immediate team, if
necessary, to resolve a
hazard.
Your view 5 5 0
All colleagues 4.8 5.4 0.6
Line manager(s) 5 5.5 0.5
Peer(s) 4.7 5.3 0.6
16

17. Shares Improvements
Paul ensures updates to
processes and procedures are
disseminated across the
organisation.
Your view 3 4 1
All colleagues 4.6 6 1.4
Line manager(s) 3 6 3
Peer(s) 5.7 6 0.3
Talks Above the Line
Controls
Paul communicates the
importance of above the line*
controls to others.
Your view 5 6 1
All colleagues 4.4 5.6 1.2
Line manager(s) 3 5.5 2.5
Peer(s) 5.3 5.7 0.4
Trusts Workforce to
Anticipate
Paul trusts the workforce
onsite to anticipate possible
hazards.
Your view 5 6 1
All colleagues 5.2 5.6 0.4
Line manager(s) 4.5 5 0.5
Peer(s) 5.7 6 0.3
17

18. Appendix index
For each area that you were assessed against, the page on which you will find the detailed results is
shown.
Area assessed Section Page
Acknowledges Outdated PPP Interconnectedness 16
Acknowledges Reporting Commitment 10
Acknowledges Vulnerability Interconnectedness 16
Acknowledging Success Commitment 10
Actively Cares Caring Actively 14
Asks Questions about Risk Interconnectedness 16
Asks Questions to Understand Curiosity 12
Communicates The Why Commitment 10
Confidence Caring Actively 14
Contacts Right People Interconnectedness 16
Demonstrates Commitment Commitment 10
Ear To The Ground Curiosity 12
Encourages Reporting Commitment 10
Evaluates Effectiveness of PPP Interconnectedness 16
Listens Curiously Curiosity 12
Looks for Gaps in PPP Interconnectedness 16
Looks out for Others Caring Actively 14
Maintains Best Practice PPP Interconnectedness 16
Promotes Inter-Unit Teamwork Interconnectedness 16
Reports Hazards Commitment 10
Seeks Input from Others Curiosity 12
Seeks Perspectives Curiosity 12
Shares Commitment Commitment 10
Shares Improvements Interconnectedness 16
Shows worth of care Caring Actively 14
Solves with Team Commitment 10
Speaks Up with Care Caring Actively 14
Stops when Unsafe Commitment 10
Talks Above the Line Controls Interconnectedness 17
Trusts Workforce to Anticipate Interconnectedness 17
18

19. PERSONAL DEVELOPMENT
PLAN

20. MY DEVELOPMENT PLAN DATE
NAME:
MY ROLE:
MY PASSION:
MY AMBITION:
BEING CLEAR ABOUT MY STRENGTHS AND AREAS FOR IMPROVEMENT
TOP 5 STRENGTHS TOP 5 AREAS FOR IMPROVEMENT
KEY LEARNINGS ABOUT MYSELF
THE CAPABILITY AREAS I WILL FOCUS ON ARE (TICK):
Commitment
Curiosity
Caring Actively
Impact on Others
Interconnectedness

21. GETTING CLEAR ON HOW I WILL MAKE A CHANGE
MY COMMITMENTS
Now that you have an idea of what Capability Area you want to focus on, have a discussion with your coach or
mentor, about what your challenges are in this area to determine what your current beliefs are. Then translate
these into the View Action Result process (overleaf) and work through them.
Once you have done these, record all of your commitments here:
I AM COMMITTED TO: BY (DATE)
I will keep myself accountable by sharing and asking for support from:
We will do this by:
I will know I have made a change by:

22. VIEW-ACTION-RESULT REFLECTION & TRANSFORMATION EXERCISE
DEMONSTRATED EXAMPLE – INTER-CONNECTEDNESS (DELEGATION)
What development area have you chosen to
work on?
Delegation
Why is working on this area important to you? Because I’m always stressed and feeling like I’m barely managing
View
•What is your current view of
this area?
•Consider the beliefs,
thought & opinions you
hold.
Action
•How does your view cause
you to act (or react)?
•Consider your feelings &
behaviours
Result
•What are the intended and
unintended impacts of these
actions?
•Consider the longer term
impacts and consequences
on yourself, your team,
family and organisation

23. YOUR CURRENT VIEW
VIEW ACTION RESULT
I’m too busy to train anyone to do what I do
There are so many things. It’s just quicker if I do it
It’s better if I just do it anyway, so that they can get
on with their work
Delegating is just passing off your work
I do everything myself
I work long hours and still feel like it’s not enough
I don’t have time to listen
I’m constantly reacting
I don’t look after myself
I come to work, even when I’m sick
I’m never able to get into the field
I don’t train anyone else to do what I do
The guys are unhappy that they never see me
The guys try not to bring issues to me as they know I’m always under
the pump
I’m always feeling tired
My wife is really worried about my health (so is my doctor)
The business is vulnerable to me not being here
It feels like we’re all losing
PERCEIVED BENEFITS. WHAT ARE THE BENEFITS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?)
BENEFIT …AND WHAT IS THE BENEFIT OF THAT? …AND WHAT IS THE BENEFIT OF THAT?
I feel like I’m important, in the scheme of things I feel like I have job security I can provide a good life for my family
I can just get it done I know it’ll be done right I don’t have re-work to do
People respect me. I’m their ‘go to’ I feel proud I can tell my wife and kids

24. COSTS. WHAT ARE THE COSTS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?).
WHAT BLIND SPOTS IN YOUR PERFORMANCE ARE OPENING UP FOR YOU WITH REGARDS TO THIS VIEW?
COST …AND WHAT IS THE COST OF THAT? …AND WHAT IS THE COST OF THAT?
I don’t spend time with the guys in the field I’ve lost touch with what they’re dealing with and I
can’t really help them. I’m really serving those
above me, rather than my team
Their work is mediocre, we’re quite fragmented as a team and I’m an
absent leader
I’m constantly snowed under I make reactive decisions We’re not always doing things the best way
I’m not developing my guys There’s no one to cover me, when I’m not well Morale is low as they feel forgotten and like they’re in a dead-end job
I’m building a rod for my back and for the business.
When I don’t delegate, I’m actually disabling my team
Developing my team is actually what I’m really here to do

25. A CONSTRUCTIVE VIEW
What is an alternative, more constructive view or new belief that could give you a different result or outcome? Explore this using the activity below.
VIEW ACTION RESULT
Developing my team is critical to our success
(now and especially longer term)
Enabling others is more valuable to the business
than me doing it
Delegation is key to our combined success
I make time to teach others my role, so that I can
delegate some tasks to them
I find opportunities to empower my team to step up
I have a development plan for every person on my
team
They feel like they’re developing and enjoy the challenge.
I spend more time with the guys
The guys feel empowered and feel more involved
The team is close and strong
BENEFITS. WHAT ARE THE BENEFITS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?)
BENEFIT …AND WHAT IS THE BENEFIT OF THAT? …AND WHAT IS THE BENEFIT OF THAT?
I have more time to spend in the field I have time to teach and more importantly to listen
and understand their challenges
I’m adding value in the field
I’m supporting my team
I’m better informed
The guys learn a new perspective of the business The guys get new opportunities to deal with each
other and build their relationships
The team gets closer and stronger
I have more time and headspace to think I can work on proactively improving our part of the
business
Others respect me and us
I can better lead by example
I can look after myself, as I’d want them to

26. CHALLENGES. WHAT ARE THE CHALLENGES OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?).
WHAT NEW ACTIONS MIGHT BE POSSIBLE FOR YOU WITH THIS NEW VIEW?
CHALLENGE …AND WHAT IS THE CHALLENGE OF THAT? …AND WHAT IS THE CHALLENGE OF THAT?
The workload is relentless and there is unlikely to
be a window to make this change easy
I’m not good at this and I’ll be tempted to avoid it Commitment to do it anyway
People are used to me being the ‘go to’ I need to learn to point them elsewhere I need to let go of that need to feel needed
The guys aren’t necessarily willing or able to step
up at the moment. They’re not used to it
They might not welcome the change. They might
resist
They might not do it and that’ll mean more work for me
I’m going to share my development plan with the guys (and my boss) so that they understand where this is coming from and why I want to change the way I’m going about
things.
I’m going to speak with each of them to develop their own development plans and see how I can work this in with the PDR process.
I’m going to do what I can to set them up for success when I do delegate to them, top build their confidence and willingness

27. NOW IT’S YOUR TURN…
VIEW-ACTION-RESULT REFLECTION & TRANSFORMATION EXERCISE
YOUR CURRENT VIEW
VIEW ACTION RESULT
What development area have you chosen to
work on?
Why is working on this area important to you?

28. PERCEIVED BENEFITS. WHAT ARE THE BENEFITS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?)
BENEFIT …AND WHAT IS THE BENEFIT OF THAT? …AND WHAT IS THE BENEFIT OF THAT?
Get more done
, work longer and smarter
Perform better
Better mental clarity e better d
ecisions
Do things more efficiently
Exercise and eat well Feel happier and healthie
r
Positive impact on team morale
COSTS. WHAT ARE THE COSTS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?).
WHAT BLIND SPOTS IN YOUR PERFORMANCE ARE OPENING UP FOR YOU WITH REGARDS TO THIS VIEW?
COST …AND WHAT IS THE COST OF THAT? …AND WHAT IS THE COST OF THAT?
Get more done, work longer and smarter Perform better
Bette
r mental clarity
Make better decisions Do things more efficiently
Exercise
t well
Feel happier and healthier Positive impact on team morale

29. A CONSTRUCTIVE VIEW
What is an alternative, more constructive view or new belief that could give you a different result or outcome? Explore this using the activity below.
VIEW ACTION RESULT
BENEFITS. WHAT ARE THE BENEFITS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?)
BENEFIT …AND WHAT IS THE BENEFIT OF THAT? …AND WHAT IS THE BENEFIT OF THAT?
Get more done
, work longer and smarter
Perform better
Better mental clarity Make better d
ecisions
Do things more efficiently
Exercise and eat well Feel happier and healthie
r
Positive impact on team morale

30. CHALLENGES. WHAT ARE THE CHALLENGES OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?).
WHAT NEW ACTIONS MIGHT BE POSSIBLE FOR YOU WITH THIS NEW VIEW?
CHALLENGE …AND WHAT IS THE CHALLENGE OF THAT? …AND WHAT IS THE CHALLENGE OF THAT?
Get more done, work longer and smarter Perform better
Better mental cla
Rity
Make better decisions Do things more efficiently
Exercise and ea
t well
Feel happier and healthier Positive impact on team morale

31. NOW IT’S YOUR TURN…
VIEW-ACTION-RESULT REFLECTION & TRANSFORMATION EXERCISE
YOUR CURRENT VIEW
VIEW ACTION RESULT
What development area have you chosen to
work on?
Why is working on this area important to you?

32. PERCEIVED BENEFITS. WHAT ARE THE BENEFITS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?)
BENEFIT …AND WHAT IS THE BENEFIT OF THAT? …AND WHAT IS THE BENEFIT OF THAT?
Get more done
, work longer and smarter
Perform better
Better mental clarity e better d
ecisions
Do things more efficiently
Exercise and eat well Feel happier and healthie
r
Positive impact on team morale
COSTS. WHAT ARE THE COSTS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?).
WHAT BLIND SPOTS IN YOUR PERFORMANCE ARE OPENING UP FOR YOU WITH REGARDS TO THIS VIEW?
COST …AND WHAT IS THE COST OF THAT? …AND WHAT IS THE COST OF THAT?
Get more done, work longer and smarter Perform better
Bette
r mental clarity
Make better decisions Do things more efficiently
Exercise
t well
Feel happier and healthier Positive impact on team morale

33. A CONSTRUCTIVE VIEW
What is an alternative, more constructive view or new belief that could give you a different result or outcome? Explore this using the activity below.
VIEW ACTION RESULT
BENEFITS. WHAT ARE THE BENEFITS OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?)
BENEFIT …AND WHAT IS THE BENEFIT OF THAT? …AND WHAT IS THE BENEFIT OF THAT?
Get more done
, work longer and smarter
Perform better
Better mental clarity Make better d
ecisions
Do things more efficiently
Exercise and eat well Feel happier and healthie
r
Positive impact on team morale

34. CHALLENGES. WHAT ARE THE CHALLENGES OF HAVING THIS VIEW? (I.E. HOW DOES THIS VIEW PLAY OUT IN YOUR LIFE AT WORK AND HOME?).
WHAT NEW ACTIONS MIGHT BE POSSIBLE FOR YOU WITH THIS NEW VIEW?
CHALLENGE …AND WHAT IS THE CHALLENGE OF THAT? …AND WHAT IS THE CHALLENGE OF THAT?
Get more done, work longer and smarter Perform better
Better mental cla
Rity
Make better decisions Do things more efficiently
Exercise and ea
t well
Feel happier and healthier Positive impact on team morale

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