Support Staff Assessment The Results Group, Ltd.

Welcome to the Staff Support Assessment

Note: The Staff Support Assessment provides a snapshot of your organization’s current state based on your perspective. While these insights identify key trends and friction points, they are not an exhaustive audit. For a deeper analysis of these findings and their application to your specific mission, professional consultation is recommended.

Name

Organization

Relationships with Line Functions

How do front-line "Line" personnel generally view your role?

As a purely clerical or administrative resource to handle paperwork.

As an essential support function, but separate from the core team.

As a strategic partner vital to the success of the mission.

None

Relationships with Line Functions

When you request data, compliance updates, or information from other departments:

I have to send multiple reminders or escalate it to get a response.

They provide it eventually, but it often delays my workflow.

They provide it promptly and accurately without friction.

None

Relationships with Line Functions

Which statement best describes the operational trust between you and front-line operators?

There is a distinct disconnect; we don't understand each other's daily pressures.

We cooperate when necessary, but we still operate in separate silos.

There is high mutual respect; we actively work together to smooth out bottlenecks.

None

Relationships with Line Functions

How frequently do workplace politics, gossip, or departmental silos disrupt your work?

Constantly—it is a regular drain on our focus and efficiency.

Occasionally—it surfaces during high-stress periods but is manageable.

Rarely—our culture keeps the focus entirely on the mission.

None

Relationships with Line Functions

When you need to enforce a standard or process with line personnel who don't report to you:

I experience significant pushback, resistance, or direct avoidance.

They comply reluctantly, but it creates underlying tension.

They accept my direction because they respect my role as a process leader.

None

Relations with Higher Ranks / People Who "Outrank" You

When communicating or directing traffic with individuals who outrank you:

I hesitate to assert myself and wait strictly for direct orders.

I express my thoughts if asked, but rarely push back or manage up.

I confidently lead through influence and guide outcomes based on my competence.

None

Relations with Higher Ranks / People Who "Outrank" You

How effectively does the leadership you support share the "big picture" strategic objectives?

Rarely—I receive tasks piece-by-piece and have to guess at the context.

Partially—I know what needs to be done today, but long-term plans are vague.

Completely—I am fully briefed on high-level priorities and upcoming pressures.

None

Relations with Higher Ranks / People Who "Outrank" You

If you notice an oversight, an error, or a strategic blind spot made by a senior leader:

I don't feel it is my place or safe to speak up about it.

I will point it out gently, but only if it directly impacts my immediate tasks.

I feel entirely safe and expected to provide candid feedback and correct it.

None

Relations with Higher Ranks / People Who "Outrank" You

How well do the senior leaders you support respect your professional boundaries and workload?

Poorly—they frequently dump last-minute, unrealistic demands without regard for my time.

Moderately—they try to respect my scope, but boundary erosion happens often.

Exceptionally—they view my time as a vital asset and protect it alongside their own.

None

10.

Relations with Higher Ranks / People Who "Outrank" You

Your position within the leadership communication loop is best described as:

An afterthought—I am often the last to know about decisions that impact my work.

A pass-through—I forward information along but am rarely involved in the workflow design.

A central hub—information and logistics flow cleanly through me to keep everyone synchronized.

None

11.

Daily Energy & Sense of Accomplishment

On an average week, where do you genuinely spend the absolute majority of your energy?

Reactive Mode: Putting out fires, handling interruptions, and surviving chaos.

Execution Mode: Methodically working through planned, standard administrative tasks.

Strategic Mode: Anticipating needs, planning ahead, and driving systemic efficiency.

None

12.

Daily Energy & Sense of Accomplishment

Strategic Mode: Anticipating needs, planning ahead, and driving systemic efficiency.

Mentally and emotionally drained by organizational friction and roadblocks.

Tired but satisfied that I checked off my assigned tasks for the day.

Empowered and fulfilled by a distinct sense of accomplishment and visible impact.

None

13.

Daily Energy & Sense of Accomplishment

How does the broader organization recognize the contributions of the support staff?

We are largely invisible until something goes wrong or a mistake is made.

We are viewed as a helpful utility, but our contribution is rarely celebrated publicly.

We are explicitly recognized, both publicly and privately, as vital to the mission's success.

None

14.

Daily Energy & Sense of Accomplishment

How do you view your current role within your long-term career path?

It is just a job or a temporary paycheck until a better opportunity comes along.

It is a stable administrative position, but I don't see much room for leadership growth.

It is a legitimate professional career where I can actively develop as an organizational leader.

None

15.

Daily Energy & Sense of Accomplishment

When a high-stress crisis hits the organization, your immediate internal reaction is:

Anxiety and frustration because the fallout usually compromises my environment.

Resignation to just hunker down and process the influx of extra tasks as directed.

Focus and stewardship; I step up to steady the operational infrastructure as a leader.

None

16.

Daily Energy & Sense of Accomplishment

When navigating pushback or resistance from front-line "Line" personnel or other departments:

I back down, avoid the conflict, and let the process or standard slide to keep the peace.

I push through it by relying strictly on policy or by escalating the issue to a higher authority.

I confidently diffuse the friction through clear communication and guide them to see the shared mission.

None

17.

Daily Energy & Sense of Accomplishment

What is the primary roadblock preventing you from accurately anticipating the needs of those you support?

A total communication barrier; information is closely gatekept, leaving me completely reactive.

Shifting goals; I am given instructions, but the target moves too fast for me to plan ahead effectively.

Minor workflow friction; we are mostly aligned, but we need better structural systems to stay proactive.

None

18.

Daily Energy & Sense of Accomplishment

Think of a recent day when you left work feeling incredibly accomplished. What drove that feeling?

Survival; it was a chaotic day of putting out fires, and I was just relieved to make it to the end of my shift.

Execution; I successfully checked off every single administrative task on my daily to-do list.

Ownership; I took the initiative to solve a systemic problem or steady the infrastructure during a high-stress moment.

None

19.

Daily Energy & Sense of Accomplishment

When workplace politics, gossip, or emotional drama surface in your immediate office environment:

I easily get pulled into the loop, absorbing the stress and frustration of the office culture.

I ignore it or hunker down at my desk, but the underlying tension still drains my daily energy.

I actively neutralize it by setting clear boundaries and redirecting the conversation back to the work.

None

20.

Daily Energy & Sense of Accomplishment

Which of the following best describes your primary objective for this two-day masterclass?

I need basic relief and tactical tools to help me survive.

I want to optimize my daily workflows, manage my time better, and feel more organized and in control of my administrative load.

I want to move beyond daily tasks, learn how to handle systemic challenges, and position myself to lead and influence my environment effectively

None

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Support Staff Assessment

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