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5 Keys to Successful 360 Degree Feedback

Why do many 360 feedback projects not achieve positive change?

The Power of Effective 360 Degree Feedback

Many leaders and managers in the workplace suffer from a lack of effective leadership performance feedback. Without effective feedback many leaders and organisations soldier on while under the surface they are suffering from some organisational malaise.

At Full Circle Feedback, we call these conditions the "Feedback Famine" and the ‘Peanuts Paradox”. For the last 20 years, we have seen these conditions occur in many organisations. More recently with the rapid growth of digital tools the “peanuts paradox” has emerged as a growing threat to high performance.

The Leadership Feedback Famine occurs even in small organisations and in teams, especially where little or no effort is placed on gathering and delivering effective feedback.

The Peanuts Paradox occurs when an inexperienced feedback project manager finds a set of survey questions and some cheap app or online survey system that claims even ”monkeys can use it.” In other words, the financial investment in getting and delivering effective feedback is “peanuts”. We have seen many managers and leaders experience “peanut feedback allergies’ which then infect their mindsets and negate their commitment their personal development, performance and skill development.

The Feedback Famine and the Peanuts Paradox can occur at all levels of leadership in an organisation. We have seen many attempts of 360 Degree Feedback that have worked successfully, we have seen some not only fail but also have serious negative consequences for the organisation, its leaders and the feedback project manager who was responsible for its implementation.

What do we mean by the 5 Keys to 360 Degree Feedback Success?

We have learned over the last 20 years that there are 5 areas which can make or break a 360 Degree Feedback project.

The 5 areas are;

  1. Engagement of the people to be involved
  2. Communication timing, content and delivery channels
  3. Project planning, timing and design of the survey and report
  4. Post report delivery and debriefing
  5. Converting analysis and the debrief into behavioural change and skill building

To learn more about these 5 areas and the specific steps to take, please download our FREE Report.

Why is 360 Degree Feedback Important?

An effective 360 Degree Feedback process is the most powerful, yet most underused management tool that organisations and leaders have at their disposal.

Without a manager or leader improving we simply cannot expect their team performance to improve. Time, energy and money are scarce – an effective 360 Degree feedback process ensures that the focus of these 3 (time, energy and money) are on the areas and behaviours that will give the leader the most significant uplift on their performance.

Better leaders, better teams all lead to better organisations – organisations better able to pursue their purpose and mission.

At Full Circle Feedback, we are concerned with "how individuals affect others in the workplace". High performing and high trust organisations recognise the importance of how people achieve their goals not just what they achieve. No one wants to work with a tyrant or a pushover – people have the right to expect that they will be treated with respect and supported to achieve their goals.

We have found that effective 360 degree feedback is best at assisting people in understanding how others perceive them behaving at work. When done well it has the highest return on investment of any HR initiative. Without it, many initiatives fail to hit the mark.

 Free report: 5 Keys to 360 Degree Feedback Success

About the Author: William Lang

William Lang
Bill Lang has over 25 years professional experience working as an organisation strategy and development consultant and C-suite Executive Coach. Early in his career he worked with KPMG, McKinsey &Co., Bain & Company and AXA as an Executive. His clients operate in over 50 countries and on all continents. He is former member of the Melbourne University Commerce Faculty and holds a MBA(Harvard) and B.Comm/LLB (Hons). He is the author and creator of the Scores on the Board skill development and improvement system.

Free report

Creating a feedback culture