360 Feedback Survey

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360 Feedback Survey

  1. 1. 360° Feedback Surveys The SOS Group PO Box 292 Balaklava South Australia 5461 jeremy@sosinterim.com.au PH: 0417 567 148ABN: 91 142 852 131 www.thesosgroup.com.au
  2. 2. Head – Heart – Feet – SpiritHEADStrategist 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 averseVisionary 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 appropriatelyHEARTRelationship 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 situationCommunicator  This person keeps us fully informed, we dont 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 360 Feedback Surveys 2
  3. 3. FEETConductor  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 whats coming and what their role will beDriver 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 uncertaintiesSPIRITAuthenticity  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 dont go to plan, they dont pass the buckSustainability  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 360 Feedback Surveys 3
  4. 4. Team LeadershipPeople managementFocuses 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 issuesInspires 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 achievedInterpersonal EffectivenessHas 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 staffUnderstands 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 persons underlying problems or issuesConflict managementDemonstrates 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 360 Feedback Surveys 4
  5. 5.  Resolves conflict or potential conflict in a constructive mannerResolves 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 interestsTeam performanceBuilds team effectiveness  Actively resolves team conflict when it occurs  Does not hide or avoid issues  Promotes and protects the teams credibility and reputation  Uses team meetings and get-togethers effectively  Publicly credits team members who have performed wellCommunicates a compelling vision to the team  Expresses positive expectations of team members/staff and team members  Generates excitement, enthusiasm and commitment to the organisations 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 teamTeamworkConsults 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 issuesTeam processesKeeps 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 360 Feedback Surveys 5
  6. 6. Change ManagementChange managementManages 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 changeResponds to change drivers  Improves teams 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 changeCommunicationCommunicates 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 listenerCreates 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 understandingConflict managementDemonstrates sensitivity  Communicates without undue emotion and/or pre-judgement  Is diplomatic in imparting difficult or negative information  Relates well to all levels of staff  Manages sensitive interpersonal situations effectively 360 Feedback Surveys 6
  7. 7.  Resolves conflict or potential conflict in a constructive mannerResolves conflict effectively  Can see when situations resulting in conflict are likely to arise and takes action to prevent this  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  Acts in a timely and appropriate way to resolve conflictDriveHas 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 decisionsPossesses 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 situationsJudgementFocuses 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 informationRisk managementTakes 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 360 Feedback Surveys 7
  8. 8. Strategic ManagementChange managementManages 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 apparentResponds 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 teams 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 changeProblem SolvingSees 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 actionsUses 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 importanceManages strategicallyAligns 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 360 Feedback Surveys 8
  9. 9.  Redesigns the department and/or organisation to better meet long term objectivesBuilds 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 focusThinks strategicallyThinks strategically  Understands the forces impacting on the organisation  Drives the organisations/teams 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 issuesUnderstands 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 issuesJudgementFocuses 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 firstDemonstrates 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 360 Feedback Surveys 9
  10. 10. Risk managementTakes 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 360 Feedback Surveys 10
  11. 11. Performance ManagementConflict managementDemonstrates sensitivity  Is diplomatic in imparting difficult or negative information  Communicates without undue emotion and/or pre-judgement  Manages sensitive interpersonal situations effectivelyResolves conflict effectively  Can see when situations resulting in conflict are likely to arise and takes action to prevent thisFeedbackGives feedback well  Regularly gives constructive feedback for development purposesSeeks 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 defensiveInformation ManagementManages 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 effectivelyManages information systems effectively  Is aware of strengths and limitations of current support systemsEstablish performance systemsEstablishes a performance culture  Effectively determines the appropriate use and limits of resources 360 Feedback Surveys 11
  12. 12.  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 standardsSets 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 achieveSets high performance standards  Sets demanding goals to challenge and get the best out of peopleManage performance levelsFocuses 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 requirementsMonitors and evaluates work  Is systematic - organises work processes well  Manages their time efficiently  Identifies mistakes, weaknesses or incorrect work and acts to correct themTakes effective action against poor performance  Provides specific assistance, training or formal counselling when problems are identified 360 Feedback Surveys 12
  13. 13. Personal EffectivenessAchievement focusDesire 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 methodsOutcomes 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 plansCommunicationGives 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 informationIs 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 sequenceCustomer ServiceActs as the customers advocate  Seeks information about the underlying needs of the customer  Seeks long term benefits for the customer  Takes customers side when this conflicts with internal interests  Will do whatever it takes to resolve customer problems 360 Feedback Surveys 13
  14. 14.  Is honest and open in all communications with customersImproves 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 customersDriveIs 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 talkTime ManagementEnsures 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 360 Feedback Surveys 14
  15. 15. Interpersonal SkillsConsultationConsults actively with others  Values others 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 goalsEstablishes 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 peopleCommunicationCommunicates 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 rationaleGives 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 informationInterpersonal EffectivenessHas 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 360 Feedback Surveys 15
  16. 16.  Is an active listener - reflects back what they have heardUnderstands what motivates others  Understands a persons 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 interestRelationship ManagementEstablishes 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 satisfactionMaintains 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  Acts in a timely and appropriate way to resolve conflictRole ModelIs 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 organisationSelf-ManagementDevelops 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 Surveys 16

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