1. 360° Feedback Surveys
The SOS Group
PO Box 292 Balaklava South Australia 5461
jeremy@sosinterim.com.au PH: 0417 567 148
ABN: 91 142 852 131 www.thesosgroup.com.au

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
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3. 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
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4. 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
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5.  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
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6. 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
Demonstrates 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
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7.  Resolves conflict or potential conflict in a constructive manner
Resolves 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 conflict
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
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8. 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
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9.  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
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10. 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
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11. Performance Management
Conflict management
Demonstrates sensitivity
 Is diplomatic in imparting difficult or negative information
 Communicates without undue emotion and/or pre-judgement
 Manages sensitive interpersonal situations effectively
Resolves conflict effectively
 Can see when situations resulting in conflict are likely to arise and takes action to prevent this
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
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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 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
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13. 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
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14.  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
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15. 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
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16.  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
 Acts in a timely and appropriate way to resolve conflict
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
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