360 Feedback Blog

A word of warning and an illuminating discussion thread about bosses, employees and 360 Degree Feedback in today’s Guardian.

This article has some compelling reasons why we need to know our weaknesses and why we need to get feedback from people around us.

Our brains are designed to overlook our own flaws and weaknesses and to feel more confident about our skills than is realistic (how many people do you know who think they’re a much better driver than average?…I know an awful lot of them, inculding myself!).   This being the case, feedback from others on specific areas and behaviours is essential if we are going to improve, whether in work or elsewhere. 

 So for organisations, making sure that people get structured, focused 360 Degree Feedback is even more important, because the success and maybe even the survival of the organisation depends on people performing at their best, and knowing where they need to improve.

If you’ve been following The Apprentice, as we have been here at Track, you’ll remember the interview episode (Episode 11).  I was struck by how often the candidates talked about the feedback they had received throughout the series, how they felt, and what they were going to do about it. 

• You’ve got to be tough-skinned and brave to hear that…
• Some people have said that I rub people up the wrong way…
  I find that extraordinary because I never thought that I did!
• I’ve learned how my personality and the way I communicate…
  has an impact on other people
• It’s a painful experience for someone to hold up a
  ‘professional mirror’ to you and say ‘this is what I see’
  and it’s something you see differently,  but it’s actually
  one of the most liberating things you can do… because I’ve
  got the opportunity to transform that..
• The hardest part about today to was to really see (myself)
  through someone else’s eyes…

In this interview, the former CEO of a company listed on the New York Stock Exchange, Medtronic, gives his views on leadership and the mistakes that leaders make.

These include:

• Not listening to what other people are telling you: “I think the idea of 360 degree feedback, where you get feedback from your subordinates and your peers, is the most valuable thing you can do”.
• Thinking and reflecting on the feedback you get: “You need to ask, “What did I do well? What didn’t I do? What turned me on? What didn’t I like?” These are important questions”.
• Spot ‘imposters’ - people who make a great impression but who weren’t pulling their weight behind the scenes, in which case go “back to the 360 degree feedback…I made it policy when I was at Medtronic never to promote anyone unless I had feedback on how that person acted as a leader and how they treated other people”.