To unlock the power of the 360 degree feedback process a manager must either be well prepared to navigate through gap analysis and a host of comparative data or should be flanked by a coach throughout the debriefing period.
It is easy for a manager who feels untrained when it comes to giving feedback to fall into some of the common traps that have given the 360 degree feedback a bad reputation in the past. Feedback that mentions “who said what” or focuses solely on the weaknesses of an employee without being careful to offer a balanced feedback may do more harm than good and be easily overwhelmed by the quantitative measurements. If the desired result of a 360 degree feedback process is to improve the behavior of employees or leaders, then it is vital that the feedback be as accurate, balanced and relevant as possible.
While all this sounds like common sense, are you able to distill the meaning of the results of a 360 degree feedback in a professional and constructive manner? Or do you find it to be a personal affair?
Questions to ponder:
- Have you ever struggled with giving a balanced feedback?
- Do you have an anecdotal vignette to share?
Suggestions:
- Partnering with coaches can provide long term benefits in the professional development of your employees, leaders and ultimately your organization.
- Using 360 Degree Feedback tools that have been custom build for your organization can make all the difference.
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