In this video we explore the 360 degree Feedback model – it’s characteristics, what it is, and what it is not, a model for implementation, and 360 Degree Feedback’s main advantages.

Video Transcript:

Hello, My name is Bill Blake and today I would like to talk with you about something that can be often controversial – that is, giving feedback to Leaders and the use of 360 Degree Feedback.
And yet in an article published in “Smartbrief on Leadership” Mike Myatt makes the point that the training of Leaders should be scrapped in favor of development. He said, “You don’t train leaders you develop them – a subtle yet important difference lost on many.” He went on to argue: “Don’t train leaders, coach them, mentor them, discipline them and develop them, but please don’t attempt to train them.” And he concluded his article with “If what you desire is a robotic, static thinker – train them. If you’re seeking innovative critical thinkers – develop them.”

All of which underlies the critical importance of feedback for leaders. These people are often isolated to the point where information necessary for skill development, and improvement, is not readily available. Colleagues, team members , and direct reports just do not normally divulge this information. On the other hand to achieve the greatest level of success, constructive feedback is necessary. But the feedback must be constructive – it must be related to the improvement of performance.

Which brings us to 360 degree feedback – what it is and what it is not. It is: A process in which Leaders receive confidential, anonymous, feedback from the people who work around, or for the Leader. Participants provide anonymous online feedback concerning a broad range of workplace competencies. The Leader also fills out a self rating survey, including the same items as the other raters – so the results can be easily compared.

The participants in a normal 360 Degree Survey, of course, include the Leader – only one of them per project. And the Leader’s Manager –again usually only one per project. Then there are the Leader’s Direct Reports. There can be as many of these individuals as the project warrants – but there must be at least 2 to protect the anonymity of the respondents. Similarly, the Leader’s peers constitute another group – and again there must be at least 2. The last group is called Others and can constitute any other individuals who should participate. Again there must be a minimum of two for anonymity reasons. The final report will identify the groups – not the individuals.

The Feedback Process normally followed is:

• First of all the decision to proceed. In this process all the decision makers should be involved
• The next step is to choose the Raters. In the best case scenario the Raters should be chosen cooperatively by the Leader and his/her Manager
• Then the Raters should be briefed on the process. Sometimes the reason the project gets bogged down is that the Raters do not understand what they are doing and/or the reason for the exercise
• The surveys are normally completed online, and the results are published in a printed report provided to the Leader & his/her Manager
• These reports should then be discussed by the Leader and his/her Manager – often in the presence of a coach/advisor
• Then follows the action planning stage where follow-up tasks are identified and action plans drawn up. This should be accompanied by follow-up sessions and/or ongoing coaching
  Subsequently the process can be repeated

A question often asked is “What does a 360 Degree Feedback survey measure? Some of the things it will measure are behaviors and competencies. It can address various skills – such as cooperation, listening, recognition and goal setting. It can also focus on subjective areas such as teamwork, relationship building, and leadership effectiveness. Bottom line – the 360 assessment provides feedback on how the Raters perceive the Leader.

But equally important is what the 360 Degree Feedback exercise is not! 360 Feedback should never be used as a performance appraisal too. Performance appraisal is about measuring job performance.
360 Feedback is about professional developmental. 360 Feedback is also not a way to measure performance objectives, and it should never be used to determine whether a person is meeting the requirements of the job, or to measure objective things such as attendance, quotas, or technical skills. That is the Manager’s job.

Some of the main advantages in using a 360 feedback survey include:

• When done properly it is a highly effective tool for a Leader’s professional development
• Part of the reason is that Co-workers can provide anonymous feedback to a co-worker, that they might feel uncomfortable giving otherwise. This avoids the situation where Leaders can be judged on perceptions they are not even aware of.
• For the Leader, they have the advantage of obtaining feedback that will enable them to adjust behaviors and develop skills that can lead to performance excellence.

Simply put – To reach their potential Leaders require this feedback

And so! Thanks for watching our short video
And remember, if you would like further information on 360 feedback for leaders, please visit our Website!

Good Luck on your journey

Tags: performance feedback, skill improvement