It's Not The Feedback, It's What Follows

Finding out "how we're doing" is an important part of life, on and off the job.

360 degree feedback tools can be especially helpful when you want to know how you are doing in relation to your boss, your direct reports, and peers in the organization. I like 360's because they:

1. Let you see how others believe you are doing in specific areas that are important to on-the-job success

2. Provide a quick look at how each of your constituencies is experiencing you.

For example, your direct reports may be getting everything they need, while your peer group may tell you that they need something other than what they are getting now. So you know where to keep doing what you are doing now, and where to make some changes. That helps you prioritize things.

3. Offer the opportunity for a structured conversation.

When you want to talk about your performance it can be difficult to know just where to begin. The 360 process allows you to get specific feedback in specific categories. When you see the results, you can sit down and ask questions that address meaningful areas of work life. And, you are dealing with information already acknowledged as important by the different groups of respondents. It can be a lot easier discussing things that have already been generated--and therefore owned--by the people who are important to your success. You have a place to start--and isn't that sometimes the toughest part?

360: It's the Conversation That Matters

Raw data are just that. What's important is the "why" behind "what" was said. Without finding out the answers, you really don't have an accurate picture. Why not?

Always remember that feedback is more indicative of the sender than the recipient. Feedback says, "Here's what I think based on my expectations of you in these specific areas. The real payoff can come from discovering where you need to clarify or re-visit what's really expected and honestly discussing what's really possible. And, when people of goodwill have those kinds of discussions, it can lead to a quick boost in trust as well as new energy to move ahead.

Are you or your organization using 360 feedback? Then make sure there are conversations that follow. Without them, no one knows the real meaning of the data. With conversations, you stand to get an exponential payoff in understanding, trust, learning, and improved performance.

Comments

[Nathaniel]

One of the things that we've noticed is that continuous feedback often leads to a more open culture. People are more confident to share their opinions in a culture that embraces feedback. Like you mention, feedback is a starting point for a structured conversation. Another point I would add on feedback in general, is that receiving feedback is knowing that someone cares enough to take the time and tell you what they thought. I think this is important to remember when you get feedback saying you did something poorly. You're much worse off not receiving feedback then getting feedback that may sting a little. Great post!

[Kevin W. Grossman]

Absolutely. Direct, honest conversation leads to truer expectation and better performance, or it leads to the reality that other difficult decisions must be made. Either way avoiding the conversation doesn't help anyone especially the organization.

[Steve Roesler]

Nathaniel & Kevin,

Thanks for the personal affirmation; it sounds as if you have first-hand experience with what happens when the opposite takes place!

[Helen]

This is a lot like, bad publicity is still publicity. And I don't agree using publicity in such a manner, but this is another subject. It is very true, that if we don't know what to do with the feedback that we receive, then that means that we are not on the good path. We ask for an opinion, we get it and if there is a majority of feedback in the same direction, I think that there is the solution. Simple and clear.