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Leading for Performance
& Wellbeing 360 - Degree Assessment
About This Report
This report has been generated as part of the ongoing development of {{ $viewData['subjectName'] }} for {{ $viewData['companyName'] }}.
This 360-degree assessment has been designed by Steople to accurately and objectively measure the capabilities that have been identified as critical for leaders to drive performance AND wellbeing.
It has been derived from the responses of a 360-degree assessment completed by the assessee and raters from the Manager, Peer, Direct Reports and Stakeholder groups. This report directly reflects the responses made by all participants providing the ability to compare self-perception with those of the rater groups.
All responses other than those of the manager have been de-identified to protect the identity of each rater.
The information contained in this report is strictly confidential and is potentially sensitive. Every effort should be made to ensure that it is stored in a secure place.
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Leading for
Performance
and Wellbeing™
In recent times there has been an increased focus on leaders driving a culture of accountability.
{{__('Organisations')}} are
trying to do more with less. They want to increase productivity and drive higher levels of
performance with lower
{{__('organisational')}} costs.
Unfortunately, this has led to significant increases in stress and related issues such as
work-cover claims, claims for
bullying and harassment, increased employee turnover and absenteeism, increased prevalence of
depression and poor worker
health and wellbeing. Many {{__('organisations')}} have responded to this by introducing wellbeing
programs that are typically run
by the Human Resources and/or the Occupational Health and Safety teams.
These programs are usually unsuccessful in reducing stress and increasing wellbeing because they
are not connected to
the leaders that are charged with driving the increase of productivity. Our view at Steople is
that leaders need to be
responsible for increasing both the performance and wellbeing of their employees. The Steople
Leading for Performance &
Wellbeing™ model has been designed to articulate and then measure the {{__('behaviours')}} that leaders
need to consistently
demonstrate to drive a culture that has a balance between Performance AND Wellbeing
Terms & Definitions
Builds Capability and Accountability
Building capability of employees and driving accountability is a key role of effective leadership. Leaders who coach and mentor their staff are more likely to reduce the impact of stress and enhance productivity and levels of wellbeing. They empower their employees, driving greater autonomy through skill development while providing opportunity for change, all of which are shown to have a consistently positive impact on wellbeing.
Purpose and Direction
An important role of leaders is to incorporate a clear purpose and direction. Leaders who generate greater opportunity for capability development are inadvertently enhancing the levels of wellbeing and productivity in their teams. By providing a strong sense of direction and a vision for the future they enhance the meaningfulness of a team's work, directly impacting on engagement outcomes and overall performance.
Consistency
Consistencies in {{__('behaviour')}} and alignment to expectations are viewed by employees as a gauge of fairness and trust. Leaders who display these consistencies allow employees to generate a greater degree of safety in their own expectations and alignment with reality. Inconsistencies of leaders has been found to increase the likelihood of employees leaving, negatively impact of self-efficiency and decrease both job and life satisfaction.
Authentic and Genuine
Being authentic not only positively impacts the team, but the leader themselves. Those who have an authentic personality and have the ability to express themselves honestly are more likely to have a greater self-esteem, life satisfaction and lower rates of depression. Similarly an authentic relationship fosters intimate disclosure and builds deeper trust. Hence authentic leaders are not only healthier themselves, but create a workplace where employees feel safe and have greater rates of reported wellbeing.
Emotionally Adaptable
A leader who is able to adapt to changing circumstances and demonstrates resilience and self-efficiency has the opportunity to instil such {{__('behaviours')}} and standards in their team. Leaders who are inclined to properly self- manage emotion act as a protective factor within the workplace, buffering team members from unnecessary workplace stressors. These protective workplaces provide environments where team members are able to bounce back from stressors, and adopt similar resilient mindsets.
Emotionally Supportive
Supportive: Recognising each team member’s uniqueness and finding ways to motivate them to achieve more through treating them with genuine care.
Trust
Trust has been shown to be one of the most critical factors in building positive relationships in the workplace. Leaders who build deeper levels of trust with their team are more likely to benefit from greater levels of commitment and reduced intent to leave the {{__('organisation')}} from their team members. These trusting relationships foster greater levels of autonomy and empowerment in the workplace, driving home self-efficacy. Essentially trust is the most critical factor as it helps to build positive relationships, maintain employee confidence and support wellbeing outcomes in the workplace.
Your Capability Assessment Report provides you with rich insights into your strengths and development areas as perceived by you and the people you work with.
What’s in this report.
Detailed Capability Breakdowns:
Each section breaks each capability down into its individual statements by rater category.
Highest and Lowest Rated Statements:
Your core strengths and development opportunities.
Unknown Strengths and Unknown Weaknesses:
Areas where you perceive yourself as significantly more/less capable than others perceive you.
Performance and Importance:
This area compares your perception of what is important to your role to your Manager's perceptions, and overlays capability importance ratings with performance data.
Comments:
Your raters were asked to provide additional comments.
The following raters participated in your feedback.
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Participants were asked to rate each factor using the following rating scale.
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Leading for performance & wellbeing 360-degree
This section shows a summary of the average score as rated by all participants.
Overall Team Score of{{ $overallAverage }}out of 7 |
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Leading for
Performance
and Wellbeing™
Capability Profile
This section details each of the rater groups' responses and presents rater comments where provided. Scores shaded in green can be considered as a strength whereas those in red may require further development.