Your 360 Feedback Is Here. Now What?
These days, 360 feedback has become an essential tool for effective management — and it’s easy to see why!
There really is no better way to receive honest input from your managers, peers, direct reports, and other key stakeholders. In my view, it is the single most effective way to get a snapshot of how you are perceived and how well you are doing in your job.
So, if you’ve gone through the process of asking for and receiving 360 feedback, good for you!
But please don’t stop there. After all, you wouldn’t go to the doctor for a series of blood tests and then ignore the results (I hope!). Likewise, your 360 feedback is golden information — information you want to use to your advantage as a leader.
It’s so valuable, in fact, that I won’t run a 360 feedback program for a leader unless it includes a coaching debrief on the back end. Absent that, there is a serious risk the report will be tucked into a drawer, never to be seen again.
With that in mind, here is what I recommend once your report is in hand…
Don’t Ignore Your Strengths
It’s hard to focus on the strengths page since it comes right before the page detailing areas in which you can do better. But I urge you to give this section the attention it deserves.
First, because we tend to downplay and even overlook the things we are especially good at. Second, because by hearing where, when, and how other people think you shine and add value, you can consciously strive to tap into these traits more deliberately in your work.
Be Open to Blind Spots
Ok, now you can go to the page that discusses your weaknesses. Caution: there will be something upsetting on this page!
Why? Because, as the term implies, we all spend energy keeping our blind spots well hidden. And whether this is the first, third, or tenth time you have had some of these things pointed out, many of us can still be blindsided each time they are again revealed.
So take a deep breath, try to remain open to hearing the message, and know this is not uncommon and you are not beyond hope.
Look for Themes
One of the reasons 360 feedback is so useful is because it reveals the things people across the span of your relationships see in common. When your manager, a direct report, and a trusted client all point to the same thing — whether positive or negative — you know it’s real.
By the same token, pay attention to any differences between the viewpoints of the various groups. For example, my client David recently received terrific feedback from his direct reports. But there were red flags from peers who felt he was too territorial. That was a clue as to how he could modify his behavior.
Overall, be on the lookout for areas in which others are asking you to improve or make changes.
Consider Priorities
Not all areas are of equal importance. And since raters are asked which areas you should prioritize to have the greatest impact on your role, it’s important you are on the same page as they are.
Otherwise, there is a risk of goal misalignment as you work to improve in areas that others consider less essential, while overlooking those that may matter more.
Follow Up With Your Raters
One of the biggest mistakes people make after receiving their feedback report is failing to thank the people who took the time to do the rating. You’ll never know who did or did not complete the survey — we keep that confidential — so thank everyone who was invited to participate.
This zero-cost activity will have a positive impact on your credibility, so please find a way. You can send a quick email, talk to your direct reports at your next team meeting, give each rater a call, or just stop raters in the hall to say thanks.
Then (also very important), tell each of them at a high level what you heard regarding what you are doing well and one or two areas you plan to work on as a result of the feedback.
Do Something!
That’s right. All this feedback is not just FYI. The purpose is for you to demonstrate you heard what was said and are willing to act on it.
Believe me, when you actually follow through based on your feedback, it exceeds people’s expectations. Every. Single. Time.
Feedback is Good
As I have written before, receiving feedback can be uncomfortable, especially the (inevitable) parts regarding a need for improvement.
But building a culture of feedback is one of the fastest ways of streamlining development efforts. It helps people make constructive improvements, brings blind spots out into the open, and builds morale by pointing out strengths and showing people you believe in them and are willing to invest in their development.
360 feedback (did I mention it’s my favorite?) is especially powerful in moving individuals and the organization as a whole to the next level.