Conducting A Great 360-Degree Feedback

7 reasons why the process fails

360-degree feedback programs have received a lot of negative (and justified) attention over the last few years. Even Dilbert has parodied the process.
 
Recently, a client said, “I can’t wait to do another 360 degree review that tells me what I already knew and provides me with very little meaningful insights.”
 

However, 360-degree feedback done right can be a very valuable process that significantly influences teams and organizations. It provides an outside perspective into an individual’s (often unconscious) habits and behaviors that sabotage their success.
 
These are areas such as an inability to compromise, conflict avoidance, micromanaging, poor communication or collaboration, etc.

According to Dr. Tasha Eurich, while most people believe they are self-aware, only 10% to 15% are. Self-awareness is very rare quality for a person to have. So most people walk around not understanding the true impact they are having in their organization.
There are three main reasons for this:

 

1. While it’s easy to see what’s wrong with everyone else around us, it’s hard to see similar things in ourselves. The way our brain is wired makes it extremely difficult to self-examine ourselves to see our unconscious thoughts, feelings and behaviors.

2. The human mind is not rational, but driven by emotions. We make up stories in the absence of hard data (i.e. 1+1=2). Our mind is also wired to reward us for making quick meaning of situations through chemical releases such as oxytocin.

3. The more experienced and senior a person’s role is in an organization, the more likely they are to overestimate their skills, abilities and competencies. One study of 3600 senior leaders found that they overvalued their capabilities in 19 out of 20 areas. 
 

Therefore, receiving external feedback is extremely important in helping people understand what they are doing, thinking and feeling and the effect it has on those around them. Armed with this information, individuals have a much higher chance of creating critical behavioral changes.
 
Unfortunately, the 360-degree process is broken today and needs to be changed.

1. A person is new to the company and therefore the feedback isn't helpful because people don't know him/her well.

2. Because it’s a very small group, the people reviewing them fear reprisal or something potentially negative, so they don't give meaningful feedback

3. They don't ask the right questions that get to the heart of the matter.

4. They don't have external reviewers so the feedback is only within the organization.

5. They don't have enough reviewers (and/or feedback) to confirm a behavioral pattern.
6. The person conducting the review doesn’t know the individual’s history and/or lifelong patterns so they can connect current and past behaviors. By just looking at external patterns, you may get things wrong.
7. They don't have a plan to implement the feedback, including accountability. 

You should take into consideration these seven hurdles when creating a 360-degree feedback process for your organization. Below are two feedback options to consider.
 

1. Option 1 is a questionnaire that you can send to others. This option is for those people who don’t have an option to get an outside party to conduct a 360 review.

 
However, there are a few challenges in doing it yourself. First, the feedback isn’t anonymous so you probably won’t get people to tell you what they really think. Second, you are the assessor here so your own blind spots will come into play when reviewing the feedback. Third, you have to develop a blueprint and implement it, which is usually a major hurdle.
 
Even with the above challenges, you will still gain important insights that will increase your career growth, and help you become a better manager and leader.
 

2. Option 2 is where you would have HR and/or a coach manage the process. You’ll get the most value of 360-degree feedback if you are getting coaching and/or professional development by the same person who conducts the reviews. They can implement the feedback as part of holistic process and also help keep you accountable.

Option #1
For this assessment, you will want to pick out people who know you very well and have engaged with you on a deeper level. You’ll want to pick a combination people such as those you manage, colleagues, managers, outside third parties, best friend, and spouse/partner. I’d get at least six people, ideally eight.
 
Here is an example template (along with questions) below:
 
“Dear XYZ,
 
On my journey to create an extraordinary life (both personally and professionally), I want to understand how people close to me truly see and feel about me. This feedback is very important to me, and I’d be very appreciative if you could take the time to answer these questions.”
 
Here are the questions (and feel free to add any if you want to get feedback on a specific area):
 

1. What do you like about me best?

2. What do you think I’m the best at?

3. What was the best time(s) we spent together, and why do you feel that way?

4. What was the best advice I ever gave you?

5. What do you believe are my greatest strengths?

6. When do you feel I am at my best?

7. What do you believe I am doing that is holding me back?

8. What do you think I need to let go of?

9. What do you think I could give myself more credit for?

10.If you only had one or two sentences to tell me anything right now, what would it be? 

Option #2
This 360-degree review would be used together with coaching in a business context. It's most helpful if that coach has done deep self-inquiry and understands your internal historical patterns since childhood. They can then analyze historical and current patterns, along with current challenges/obstacles to give you the best possible plan.
 
You should choose 8-12 people that know you well in a business context both inside and outside the company. The interviews should take no longer than 15-20 minutes. Feedback will be anonymous, and aggregated together as part of an overall report.
 
You can also do a self-assessment test to see how the person views himself or herself.
 
Here is the sample template that could be used along with the questions:
"Thank you for agreeing to participate in Julie’s review. This feedback will be very valuable and helpful for her. It will give her a much deeper understanding of her performance, leadership, management, relationships, communication, collaboration and other key skill sets.
 
All of your responses will remain completely confidential. I will aggregate the feedback and share that with Julie, along with suggestions and plan to incorporate the feedback.
Below are the questions I will ask you over the 15 to 20 minutes that we will be speaking together.
 
Some of the questions may not be relevant because of your relationship with Julie, and we will skip those. Also, I may ask additional questions based on your responses. If you have any questions, you can contact me ahead of time or ask me during our time together.
 
Thank you again for taking time out to participate.
 

1. Based on your current observations in dealing with Julie, how would you say she contributes to the success of XYZ Company?

2. What do you see as her greatest strengths as a leader? Manager? Colleague?

3. What sets Julie apart from others?

4. What does Julie do that prevents the company from running as successfully as it could?

5. What leadership suggestions do you have for Julie and/or her team to be more successful in the future?

6. What organizational suggestions do you have for Julie and/or her team to be more successful in the future?

7. What would you recommend to her to improve her interpersonal and relationship building skills?

8. What do you see as Julie’s greatest challenges going forward?

9. If you could give her one piece of advice, what would you say to her?

10. Do you have anything else you would like to add?"

 
The coach would aggregate all this feedback and put it in a report along with a measurable action plan.
 
I find the people who do 360-degrees like this get significant results that creates rapid behavioral changes and a quick career success and progression.
 
Yes, option #2 is the optimal choice, but option #1 still gives you significant insights that will immediately make an impact to improve your performance, leadership and management.