One of the most misunderstood, misused, and misapplied tools in many organizations today is the 360-degree feedback process and report. Used correctly and interpreted in its true spirit it can do wonders to one’s career. Some, however, use it to personalize their plight and use it to attack those whom they perceive as having given them adverse feedback, making it more difficult for others, who otherwise may help them in their career.
The problem with the misuse of 360-degree feedback stems from a person’s own insecurities. Employees with such insecurities often either pick people to provide them feedback, who they know view them favorably. Such selective channels for seeking feedback actually vitiate the purpose of seeking meaningful feedback for their professional and personal growth.
There are three main reasons for undertaking a 360-degree feedback process:
-To seek specific inputs about one’s work performance and how those chosen for providing the feedback perceive that performance,
-To identify areas of development and blind spots that can help one to improve their value to the company and to help them grow. And, most importantly,
-To provide a vehicle for establishing a dialog with those, who can help them improve how they perform on their job.
Most employees participating in their 360-degree reviews lose sight of the last, most important, benefit of the tool. Why? Because their focus shifts from taking constructive inputs from the process to becoming defensive about their shortcomings and on attacking those who tried to provide honest feedback.
So, what are some of the ways you can improve the benefit of undergoing a 360-degree review? Here are my suggestions:
- Select those from a pool of bosses, peers, direct reports, and others, who can provide a good balance of observed performance and improvements. Do NOT pick only those (your promoters), who only see the good in you and what you do.
- When you read the verbal comments about your performance and are able to infer who may have written these comments, especially when they are critical, do not go on attack and make it difficult for that person for having honestly provided that narrative. Not all people know how to write well and with diplomacy, so take the raw input and find out more about what they are thinking by politely broaching the subject in a friendly conversation with them. Do not get defensive.
- If one or more participants’ inputs are outliers, either in some areas or in all areas of their responses, ask to meet with them and have an open conversation without attacking their motives. Take the blame and ask them to clarify their view with specific insights. Make sure that you walk away with a constructive outlook from such meetings.
- After you have conversations with key participants develop a plan of action for your development and go back to everyone who participated and show them that plan. Ask them to course-correct you as they observe your new behaviors.
- Thank everyone for their honest and open feedback and provide them the same courtesy when it comes time for their 360.
Good luck!