360 Feedback Blog

We are often asked to brief people in our client organisations about the best way to give feedback in a 360 Degree Feedback exercise.

Here’s a link to a short video that explains the key areas and some hints and tips for giving great 360 feedback.

This article by Scott Berkun talks about how to manage smart people.

Go to the UK Training Zone 360 Degree Feedback Discussion group for more on this.

360 Degree Feedback

This is a great list for effective Objective-Setting.

A key part of objective setting is to ensure that people have the right skills to be able to achieve their objectives - 360 Degree Feedback is a great way to do this.

In this poll, reported in the US, 68%  of managers believe that looks have an impact on the way managers rate job perforamance.

If this survey is to be believed, Attractiveness comes only below Experience and Confidence in recruitment situations, and trumps Education and a sense of Humour - apparently known as the ‘Hottie’ effect!  The author advises those of us who are non-Hotties not to despair but to make the best of whatever assets we have…..

On a more serious note though, how can we overcome these biases which appear to be inbuilt in most of us and can make a big difference in how employees’ performance is judged?

The first answer is Awareness: once we’re aware of our biases, our assumptions and things like the Halo and Horns Effect, we can start to adjust our opinions of that person and inject some objectivity into our appraisal of their performance  (for more on Halo/Horns, go to 360 Degree Feedback and download our paper entitled What Not To Do When Giving Great Feedback ).

Second is judging people on what they have actually done, so setting SMART objectives is critical (Specific, Measurable, Action-based, Relevant and Timely).

Third is making sure that your own judgement is not the only one that counts….tools like 360 Degree Feedback are very important in ensuring that a number of different people have input into the appraisal, and that there is consistency in assessing performance, especially in hard to measure areas like management, leadership and team working.

As this article says, being a leader, and staying there, is tough, and it’s getting tougher.

The author’s tips for surviving as a leader include:

• Know yourself
• Play to your strengths, and
• Avoid your derailers (that is, the behaviours that take you off-track and jeopardise your success)

That’s why it’s absolutely critical for all leaders, whether they’re just starting to lead a team, or they’re leading a big corporation, to use 360 Degree Feedback and coaching to get a really clear picture of their strengths and weaknesses, and how other people see them.

In this video interview in today’s Guardian, the author of The Black Swan, Nassim Nicholas Taleb has some very interesting things to say about power, knowledge, beliefs and behaviours. 

From a workplace point of view, we see that people behave differently on their own, within their team, within the organisation, and then collectively, as an organisation, interacting with the outside world.   Collective beliefs and behaviours have a big influence on the individual, so when we’re looking to make individual or organisational change happen, we need to analyse and understand what those collective beliefs and behaviours are, and how they are skewing the behaviours of individuals. 

Maybe if we’d done that with the banking sector a few years ago, we could have avoided some of the consequences of the actions and groupthink that have led to the current economic problems.

360 Degree Feedback

This article in People Management describes a new ‘720 Degree Feedback’ being put in place at Cadbury’s, the confectionary manufacturer. 

Instead of getting 360 Degree Feedback from people you work with, the 720 Degree concept is about getting feedback from people outside work, friends, family, spouses, children. 

I would agree that there’s certainly a lot more to a person than their workplace behaviours, but I can’t help feeling that 720 degree feedback may be overspinning it, if that’s not labouring the metaphor!

Seriously though, as a tool for looking at emotional intelligence and relationship skills, 720 Degree- feedback from friends and family - may well have some value.  However, given the closeness of those relationships , I think that the feedback from friends and family may be either too complimentary, or a little bit too critical?  Is either of those something I would want to share with my manager? And what could it do to those personal relationships? 

I’d love to hear what you think.

This article in Management Today describes the results of research carried out by the Carnegie Institute,  suggesting that 85% of our success is due to emotional intelligence.

So how do you know if you’re doing the things listed in the article, communicating clearly, giving feedback and praise, building trust and strong relationships, resolving conflict, and making change happen?

Most of us tend to think we’re quite good at these things - but what do those around us think? And how often do they give us honest feedback? And how useful would some honest feedback be in helping us to build our self-awareness?

If you’d like to know how Emotionally Intelligent you really are, 360 Degree Feedback is a really effective tool for this.

For a free trial of our Emotional Intelligence 360 Degree Feedback, go to Empower 360 and click on Free Trial - we’ll set you up straight away.
 

Recent research published in this Science Daily article shows that the timing of expected feedback impacts individuals’ performance, and that the sooner you give someone feedback, the more effect it has on her or his performance.

So the message from this study appears to confirm what managers and supervisors have known for a long time - that you should give feedback immediately and often to influence someone’s behaviours.  By doing this as a matter of course, individuals will come to expect quick feedback and therefore perform better. 

But how does this affect 360 Degree Feedback, which is usually given once or twice a year, and therefore must necessarily suffer from the time lag between the activity and the feedback?

360 feedback should never be just a repetition of particular episodes or events that have already been discussed (or should have been discussed) when they happened.  We often find that when these events are put into a 360 feedback they can skew the discussion away from the key messages on strengths and development needs.

So what should happen if I give you immediate feedback, like this, right after a meeting:
“I was upset that you didn’t give me an update before the client meeting.  I felt that you left me out.  I would appreciate if you could update me in good time before the next meeting”.

So what if I’m completing a 360 Degree Feedback on this colleague six months later?

Do I repeat this in the 360 free text boxes, and do I score my colleague as ’Hardly ever keeps me informed on important issues’?   Or do I just forget about it?

My advice would be to leave this out of the 360 feedback if the action or behaviour has been dealt with and changed by that person by the time the 360 comes around. 

There is no point in bringing it up again and making it a problem if it has ceased to be one.  What would be great would be to say ’X has really made an effort to provide me with information before client meetings and I really appreciate this’. 

If X is still doing the same thing, then a reference to it should be made, something like: ‘X is aware that I feel I am not kept updated with information before client meetings’.  There is no value in repeating lots of detail that has already been discussed, although the main point still needs to be made.

This is a great article summarising 10 Strategies for focusing on What’s Strong, rather than What’s Wrong, in counselling and therapy.

The Strategies could equally apply to making your 360 Degree Feedback, and the coaching and development that support it, positive and empowering for managers and employees.

You can do this by:

• Defining what great performance looks like, and building your 360 Degree Feedback around the actions that indicate great performance
• Focusing only on less strong behaviours if those behaviours are critical for the individual in doing their job and achieving their objectives.
• Discussing with individuals how they can practically put their strengths to best effect when doing their job
• Using strength based questions to solve problems, such as ‘How can you use this area of strength to bring about the results you want’?