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Leading for Performance
& Wellbeing 360 - Degree Assessment
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Client Name
Report name 2024
About This Report
This report has been generated as part of the ongoing development of Jane Doe program for Unspecified.
This 360-degree assessment has been designed by Steople Ptd Ltd 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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Client Name
Report name 2024
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
Client Name
Report name 2024
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 leaders go beyond exchange relationships and motivate their team to achieve more. Specifically leaders who treat team members as unique individuals, spend time coaching employees and provide achievement based positive feedback produce greater positive outcomes for employee wellbeing, ultimately increasing performance and engagement in the workplace.
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.
Client Name
Report name 2024
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.
Circumplex Summary:
The circumplex summary is designed to give you a high level summary of your ratings.
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 rates participated in your feedback.
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The following rating scale.
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Client Name
Report name 2024
Leading for performance & wellbeing 360-degree
This section shows a summary of the average score as rated by all participants.
Overall Team Score of6.2out of 7 |
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Team
Range
The Overall Capability Summary offers a visual summary of your ratings in each capability cluster and compares your ratings against those of your survey participants.
This summary view will help you to identify your strengths and development opportunities, in addition to highlighting gaps between self and others ratings.
The data contained in this graph is further analysed throughout this report. The shaded areas represent the average of all raters. The black line represents self ratings.
Client Name
Report name 2024
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. The range of scores for each factor is demonstrated by a grey bar with a black line indicating the average of rater scores (excluding self-ratings).
Client Name
Report name 2024
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.
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Client Name
Report name 2024
Additional Comments
Builds Capability and Accountability.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
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.
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Client Name
Report name 2024
Additional Comments
Purpose and direction.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
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 self-efficacy and decrease both job and life satisfaction.
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Client Name
Report name 2024
Additional Comments
Consistency.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
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 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
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Client Name
Report name 2024
Additional Comments
Authentic and Genuine.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
Emotionally Adaptable.
A leader who is able to adapt to changing circumstances and demonstrates resilience and self-efficacy 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.
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Client Name
Report name 2024
Additional Comments
Emotionally Adaptable.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
Supportive
Supportive leaders go beyond exchange relationships and motivate their team to achieve more. Specifically leaders who treat team members as unique individuals, spend time coaching employees and provide achievement based positive feedback produce greater positive outcomes for employee wellbeing, ultimately increasing performance and engagement in the workplace wellbeing.
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Client Name
Report name 2024
Additional Comments
Supportive.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
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.
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Client Name
Report name 2024
Additional Comments
Trust.
Self
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
Highest Rated Statements
Your highest rated statements (based on the average of all raters, excluding self) represent the areas perceived as your core strengths
| Statement | Competency | Score |
|---|---|---|
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
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| XX | XX | ## |
Client Name
Report name 2024
Lowest Rated Statements
Your lowest rated statements (based on the average of all raters, excluding self) represent the areas perceived as your core development needs.
| Statement | Competency | Score |
|---|---|---|
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
| XX | XX | ## |
Client Name
Report name 2024
Unknown Strength
Unknown Strengths are areas where your rater group has observed you demonstrate the following more than you perceived to.
- Self is Low
- Others (excluding self) is High
| Statement | Competency | Self | Other(s) |
|---|---|---|---|
| XX | XX | ## | ## |
| XX | XX | ## | ## |
| XX | XX | ## | ## |
Client Name
Report name 2024
Unknown Weaknesses
UUnknown Weaknesses are areas where your rater group has observed you demonstrate the following less than you perceived to.
- Self is High
- Others (excluding self) is Low
| Statement | Competency | Self | Other(s) |
|---|---|---|---|
| XX | XX | ## | ## |
| XX | XX | ## | ## |
| XX | XX | ## | ## |
Client Name
Report name 2024
Importance
The tables below outline how important each capability is to your role, as perceived by your
Primary Manager, and
compared to your own perceptions of importance. This is a useful tool to ensure your
perceptions of what is important to
your role are aligned with your Manager's perceptions.
The black line below indicates your own perceptions of importance for each capability. An
orange bar suggests that your
manager has indicated that a factor is more important than you have indicated. A green bar
suggests your manager feels
this factor may be less important than you have indicated.
| Capability | Self | PM | 1 | 2 | 3 | 4 |
|---|---|---|---|---|---|---|
| Trust | Essential | Essential | | | |||
| Supportive | Essential | Essential | | | |||
| Emotionally Adaptable | Essential | Essential | | | |||
| Authentic and Genuine | Essential | Essential | | | |||
| Authentic and Genuine | Essential | Essential | | | |||
| Consistency | Essential | Essential | | | |||
| Purpose and Direction | Essential | Essential | | | |||
| Builds Capability and Accountability | Essential | Essential | | |
Client Name
Report name 2024
Development prioritisation matrix
The table below compares how important each capability is against your actual performance. Use this table to assist in prioritising your development activities. Also consider how you could leverage strengths that are not currently important to your role.
Importance
Based on your Primary Manager's ratings
- Essential/ Very Relevant
- Relevant / Not Relevant
Performance
Lowest/highest 3 scoring competencies based on the AVG of everyone excluding self
| Lowest 3 | (everything else) | Highest 3 | |
|---|---|---|---|
| Essential / Very Relevant | Critical Priority XX |
XX |
Leverage this Strength XX |
| Relevant / Not Relevant | De-prioritise / Ignore XX |
XX |
Maintain & Explore Opportunities XX |
Client Name
Report name 2024
Comments
What should this person consider doing less of?
Job Holder
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
Client Name
Report name 2024
Comments
What should this person consider doing more of?
Job Holder
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX
 }})
MELBOURNE
Wurundjeri Land
Level 2, 20-24 Guildford Lane
Melbourne, VIC 3000, Australia
Phone:
+61 382561665
Email:
melbourne@steople.com.au
CANBERRA
Ngunnawal Land
Level 8, 121 Marcus Clarke Street
Canberra, ACT z600, Australia
Phone:
+61
261080512
Email:
canberra@steople.com.au
HOBART
Nipaluna Land
Phone:
+61 361460406
Email: hobart@steople.com.au
SYDNEY
Gadigal Land
Level 11, 66 Clarence Street
Sydney, NSW 2000, Australia
Phone:
+61 280145890
Email: sydney@steople.com.au
BRISBANE
Turrbal Land
Phone: +61 721132554
Email: brisbane@steople.com.au
AUCKLAND
Level 26, HSBC Tower
188 Quay Street
Auckland 1010, New Zealand
Phone: +64 93633875
Email: auckland@steople.co.nz
USA
Steopte Group, LLC
103 W Apache St, #101A
Norman OK 73069
Phone: +1 4052310940
Email: info@steoplegroup.com
Client Name
Report name 2024
Comments
What should this person continue doing?
Job Holder
XX
Manager
XX
Peer
XX
Direct report
XX
Stakeholders
XX