The 360 Degree Feedback Process

December 29, 2017 Karen Hilton

The statement “feedback is a gift” is true - sort of.

The 360 Degree Feedback Process

We've all been told that feedback is a gift. And it is...until it isn't. We can all share war stories from our careers about how feedback has been used inappropriately, not shared soon enough or at all. The 360 Degree Feedback Process, at its best, is designed to gather confidential, subjective feedback from those with whom a Leader has worked most closely with (also referred to as “Primary Stakeholders”). The purpose of the process is to help the Leader to:

Gain insight about how others experience them in their work
Recognize strengths, contributions and potential blind-spots
Identify opportunities for behavioral change and/or skill development
Receive insights that support the Leader’s growth and development

Expectations

The 360 Degree Feedback Process is best used as a complement to existing development tools and individual coaching; it should not be used to measure or rate performance. The Coach is facilitating the process with the intent to gain meaningful and useful insight for the benefit of the Leader being coached.

The Coach isn't placing judgment — on the person receiving the feedback, or on the person giving it.What leaders are most often surprised by in the 360 Degree Feedback Process is the amount of positive feedback that they hear.

Positive feedback about how co-workers experience a leader can reaffirm that the leader’s contributions and intent are understood, culturally appropriate and organizationally relevant. Positive feedback from the 360 is a great way to reinforce what a leader should keep doing.

Feedback in a 360 can help a leader know what to start, stop and continue.

The 360 Degree Process is also designed to encourage honest input that Stakeholders might otherwise hesitate to share with the Leader being coached.

That kind of feedback is useful in the development of a leader because it's a very useful indicator for behaviors that may be counter-productive, career-limiting or misunderstood.

The Coach facilitating the 360 is experienced in eliciting feedback that is constructive, so you can rest assured that the entire process is designed to support the development of the person being coached.

A Word on Constructive Feedback

Even high performers will gravitate towards negative feedback in a 360 debrief. The T.A.P. coaching staff works closely with our client sponsor and the Leader being coached to clarify expectations and to develop the appropriate mindset for feedback received.

As beneficial as a 360 Degree Feedback Process can be, one of the realities of the experience is that constructive input can feel awkward, uncomfortable or difficult — whether giving it or receiving it. In a recent Interact Survey, over a third of managers said they are squeamish about giving an employee direct feedback due to an expectation that the employee might respond negatively. That one reality is a primary driver in constructive feedback not being shared early, and sometimes can shut down feedback being shared at all.

When you are the one giving the feedback in a 360, these tips can help you get the most out of participating as a Stakeholder:

Tie the feedback you provide to specific work-related issues, relationships and organizational dynamics
Check your motives (share feedback with the intent of genuine desire for the leader to make the best contribution to the organization)
Regard the Leader you are providing feedback on with professionalism

When you are the one receiving the feedback in a 360 Degree Feedback Process, here is how you can get the most out of the experience:

Listen with the intention of trying to understand, in the context of being a stronger, more effective leader
Recognize that the process is intended to improve your chances of sustaining success as a leader (regardless of your title)
Ask clarifying questions to ensure you understand what is being said vs. what you think is being said
Be honest about what you do well, what you don’t, where you need support and what you are willing to change
Once the 360 is closed, the Coach will focus the Leader’s debrief on general themes — not on who said what. Focusing too much on who said what may paint the picture that you are diverting attention away from your own development
Be proactive about managing your perspectives before, during and after the 360 to ensure that the process stays productive and focused on your growth and development (vs. personal agendas, organizational politics, etc.)

Process

There are many different tools and approaches to conducting a 360 Degree Feedback Process. Some 360's are managed through an on-line survey, some are interview based, and some are a hybrid of both.

The Leader being coached will request permission, in advance, of the Primary Stakeholders, to participate in the 360 Degree Process. Upon receipt of the names and contact information of the primary Stakeholders, your Coach will work with you and/or your engagement sponsors (typically within the Human Resources department) to launch the survey and/or to begin scheduling interviews.

Upon completion of the surveys and/or interviews, the Coach and Leader being coached will schedule time to discuss general themes of the 360, including strengths, potential blind-spots and developmental opportunities.

Without question, the most successful 360 Degree Feedback Process experiences, for the Leader being coached, is with those who embrace the opportunity to listen, be open to learning new perspectives and taking action to become more effective.

The 360 Degree Feedback Process can be a very productive asset in an individual’s development as a leader of others. For an organization, it can serve as a tool to build a culture of accountability, development and productive outcomes.

Ready to learn more about the 360 Degree Feedback Process? Need help translating what you've heard in a 360 Degree Feedback Process? T.A.P. can help. Reach out today for a complimentary assessment at support@tapexecutivecoaching.com.