360 degree feedback offers others an opportunity to give leaders accurate and helpful feedback in a constructive and confidential manner.Continue reading
360 degree feedback offers others an opportunity to give leaders accurate and helpful feedback in a constructive and confidential manner.Continue reading
When 360 degree feedback is proposed by HR professionals to leadership teams, they sometimes receive responses like these:
True, leaders may be open to feedback without getting offended, but many of their direct reports and co-workers are reluctant to share for fear of negative consequences. The result is that leaders rarely receive complete and honest feedback about how they interact with others.
360-degree feedback allows leaders to receive comprehensive and candid feedback in a safe environment. This feedback usually comes from peers, supervisors, subordinates, or other individuals who influence an individual’s success. The results are averaged by group so that no individual scores or comments are attributed to any one person except for the person’s boss.
Perhaps surprisingly, 360 feedback has been in use since 1940. This tool has evolved into a very effective management tool in employee development. 360 feedback grew out of the use of a training method called “T-groups” or training groups. Participants met with their peers who were encouraged to share feedback in an open session facilitated by a trained moderator. In the early years, 360-degree feedback was a difficult process to administer. The time and effort needed to collect paper forms, collate the data, and produce a summary report was extensive. With advances in technology, the entire process moved online becoming quicker and more confidential. Today, about one-third of all companies and 90 percent of Fortune 500 companies use some type of 360-degree feedback.
Without feedback, we tend to invent our own reality. Using 360 feedback is a vital part of performance, growth, and development.
Understanding ourselves and how we interact with others helps us understand the impact we have on those around us. The perceptions of others within our circle of influence (whether those perceptions are accurate or not) often impact our level of success. This is where 360 feedback comes in.
The first step in improving individual or organizational performance is gaining an awareness of our level of performance. Many of us have an incomplete perceptions of how others see us. This may lead to ineffective interaction and reduced overall effectiveness. We can’t begin to improve until we are aware of our behaviors and how others perceive them.
Most organizations today use 360 feedback in some form or another, although the purpose varies. Based on the needs of your organization, it is important to align the feedback process to reach your objectives:
In some cases, 360 feedback can be used to accomplish all of the above objectives but it may take a couple of iterations to create buy-in from all leaders. Start with the objective of personal development with the first 360 survey. When you conduct 360 surveys again, usually one year later, you can add more accountability for the results by using them for team development and performance appraisal.
Let’s talk about our research on the Influence of Managers on Employee Engagement.
We recently conducted the largest study of its kind to compare the level of employee engagement of managers to that of their direct reports. This study included data from 22 companies, almost 19,000 employees, and 2,300 managers.
We first measured the overall level of engagement for each individual using a set of research-based anchor questions from their annual employee survey. We then grouped managers and employees according to their level of engagement into four categories: Fully Engaged, Key Contributors, Opportunity Group, and Fully Disengaged. Then we compared the level of engagement of managers to the employees they lead.
For the 808 managers that were Fully Engaged, we found that 36% of their employees were also Fully Engaged, 48% were Key Contributors, 12% were in the Opportunity Group, and only 3% were Fully Disengaged.
For the 1154 managers who were Key Contributors, the level of fully engaged employees drops to 24%. So the percentage of fully engaged employees increases 50% from a Key Contributor manager to a Fully Engaged manager.
For managers in the Opportunity Group and Fully Disengaged categories, only 14% of their employees were fully engaged.
So you can see that fully engaged managers lead more engaged employees. That finding, in of itself, is not very surprising, but what is important, is that the percentage of fully engaged employees increases 163% from Opportunity Group managers and Fully Disengaged managers to Fully Engaged managers. That’s a huge difference.
Watch this short video and learn more about our research on the impact 360-degree feedback coaching. By coaching, we mean sitting down with someone to debrief their 360-degree feedback results and helping them to create an action plan. For the purpose of this study, we collected feedback from 244 leaders from a Fortune 500 company with locations around the world.
These leaders had recently received 360-degree feedback and were provided coaching by internal HR professionals. We wanted to understand the effectiveness of the process. We asked questions about the process, the survey, and the coaching experience and here is what we found:
94% of those that received coaching and set goals felt the 360 process was effective.
Conversely, only 34% of those who reported that they did not receive sufficient coaching felt the 360 process was effective.
This means that if you don’t provide any coaching support on your 360 feedback process, 66% of your participants will not feel that the process is effective. That is a huge waste of time and money.
So, how do you provide an excellent coaching experience? Here are three simple steps:
If you’d like to learn more and become certified as a 360-degree feedback coach, contact DecisionWise about our coaching training programs.
The “Recognizing Leadership Derailers” episode covers leadership derailer, 13 common leadership derailers, and the toxic combinations that we have seen when you mix them together.
What is a derailer?
• Derailers are behavior CHALLENGES that undermine our results.
• A derailer is a behavior that gets in the way of optimal results.
• A derailer is not just a weakness. We all have many weaknesses that we may not need to develop to succeed. A derailer is a weakness that requires improvement if we are to realize our potential.
Matthew Wride discusses 11 things to watch out for when looking to do 360-degree feedback surveys. He talks about how no process is perfect, and the 360-degree process can have some serious shortcomings when not handled effectively.
Multi-rater feedback (or 360-degree feedback) can be a powerful tool in your employee development arsenal. If not properly implemented, it can also have some serious drawbacks. However, when those shortcomings are studied and managed, the benefits and results of a 360-degree feedback program are heightened and improved.
At DecisionWise, we are strong advocates of a well-designed 360-degree feedback program. So, you might find it strange for me to be writing on the hazards associated with 360-degree feedback. No process is perfect, and the 360-degree process can have some serious shortcomings when not handled effectively. Multi-rater feedback (or 360-degree feedback) can be a powerful tool in your employee development arsenal. If not properly implemented, it can also have some serious drawbacks. However, when those shortcomings are studied and managed, the benefits and results of a 360-degree feedback program are heightened and improved.
To recap, a 360-degree solution solicits feedback and evaluative information from a variety of sources that surround the focal person (i.e., from a 360-degree perspective). Feedback is solicited from one’s supervisor, from his or her peers, from direct reports, and from a miscellaneous category that we ingeniously call “others,” which is then compiled together with the focal person’s own self assessment. Confidentiality is maintained for the larger groups in order to enhance feedback quality. Most people providing feedback in a 360-degree process (i.e., the “raters”) work from a standard set of questions or from a pre-defined instrument.
When rolled out properly, a 360-degree solution will provide some of the most meaningful information a participant might ever receive regarding his or her business skills, communication skills, interpersonal abilities, emotional intelligence, etc. In fact, many of those with whom we’ve worked have gone so far as to describe the process as “career-changing.” But much of the effectiveness of multi-rater feedback is dependent upon a successful process.
Organizations find that 360-degree feedback is far more valuable than most simple performance appraisals or a once-a-year personal development chat. A participant in a 360-degree process is able to see how he or she is perceived across the totality of his or her relationships and really uncover those stubborn blind spots. 360-degree solutions also uncover patterns and themes, and they help clarify behaviors. Even more valuable, in fact, is the notion that 360s raise the “undiscussibles”—those areas that are often off-limits during casual conversations or performance discussions. 360-degree feedback provides absolutely vital information and it is a powerful tool that guides and encourages professional development.
That said, there are some shortcomings associated with many 360-degree solutions. Here is a list of some of the more common problems:
As can be seen from the list above, the deficiencies can be real, and do exist in many organizations. Yet, multi-rater feedback can be a powerful tool when used correctly. I would emphasize that none of these weaknesses are fatal, nor would they justify not using 360-degree feedback within your organization. The benefits of a well-run 360-degree program vastly outweigh any negatives. And, with some consideration and planning, most of the foregoing shortcomings can be turned into positives, such as using coaches to debrief reports and to guide your participants’ action plans.
So, go for it! Take advantage of an impactful instrument. But do it in the right way. Otherwise, you may be doing more harm than good.
Receiving your results from a 360-degree feedback survey can be a bit nerve-wracking. It can feel like being on the business end of a firing squad: You sit there with a blindfold on wondering what people will shoot at you.Will they aim for your head or your heart? How will you know who says what? And how can you defend yourself against this anonymous army of sharpshooters?
As a leadership coach I conduct debriefs with clients on their 360-degree feedback. I find that the 90 minutes I spend with them explaining how to make sense of their report really turns the lights on for them and they invariably find great value in the feedback, be it reinforcing or redirecting. There are very few cheap shots and never a need to defend themselves. Instead, they find ways to embrace the data and move forward with it.
In the debrief we try to answer two overarching questions:
I’ll share my secrets with you: The four keys to unlocking the meaning—and value—of your 360-degree feedback report.
Key 1: How well do the raters know you?
I begin by reviewing the demographic summary and asking my 360 friend to explain how well each of the raters knows his/her work. I ask, “How long have you worked with each, and how often and closely do you work with each?” This gives us some insight into how well-formed the opinions are and what perspective the raters are coming from. This is our first clue into what the ratings may mean.
When someone doesn’t know you as well in an area or on a specific item they’ll likely do one of two things: 1) answer “Don’t Know,” or 2) give you a safe score, typically 4 or five (on a seven-point scale). So, if you have a lot of 6s and 7s, a 5 looks like a bad score, but it may just be the result of low visibility into your performance on that particular item or area. The rater or group of raters didn’t have enough data points to give you a top-of-the-scale score and so chose to play it safe. This tends to happen most with peer groups because peers don’t usually work together regularly or they may even work at different locations.
Key 2: The Tin Question and the Golden Question
One question I never ask when looking at 360-degree feedback reports is: Who’s right? That is, when the scores between rater groups differ (which is both natural and frequent), who’s score should we believe? For example, if I rate myself a 7 (top of the scale) on a behavior and my boss rates me a 5, am I just full of myself, or is my boss missing something? Is my boss’ score the one I should believe and not my own because, well … he’s the boss? What about if others rate me 7s as well—does majority rule?
These are natural questions to ask, but they aren’t even relevant because 360-degree feedback is subjective. It’s not about right and wrong, but perceptions of performance. That’s not to say the scores are given willy-nilly or pulled out of thin air; what it means is that people have different perspectives on your work—different expectations of you and differing data points of interactions with you. No one has an exclusive on what is true about you, just his or her opinion of your performance. And while that’s not absolute, it is important to understand. Others’ perceptions of your performance influence your credibility with them, their trust in you, and the strength of your working relationship.
Instead, the “golden” question—the one to always ask—is, “Why did you get that score from that person or group?” This question produces great food for thought. For instance:
Considering the data in this way yields insights into what people mean by their scores.
Key 3: Pick the One or Two Most Important Action Items—Only
Once the meaning of the data is more or less clear, you can now answer the second question: What should you work on?
A 360-degree feedback survey contains much more information than you can practically address, so it’s best to select one or two high-leverage areas to focus on. In doing this there’s an almost universal assumption that needs to be examined, and often discarded: “I should work on my lowest scores, obviously.” Not so fast.
The practical value of a 360-degree survey is to give you input into how others perceive you are doing on a vast array of performance competencies. But you have to provide the key ingredient into making the data meaningful: importance. You ultimately decide what the numbers mean by determining the relative importance of each competency area to the work you’re doing.
For example, I often see people scoring in the 5.0 to 5.5 range (solid scores) in the category of Innovation and Creativity. When these scores are the lowest, they look like the obvious place to focus on improving. But when I ask them how important innovation and creativity are for their work, they often say they’re not important—and sometimes not even allowed! So why would you work on improving an area that isn’t important? Obviously, because you want to waste time and energy.
Sarcasm aside, this little exercise reveals that a score of 5.0 in an area of low importance probably makes that score perfectly acceptable. We then look at other scores in areas of importance that would be beneficial to raise. When you combine the importance factor with what others are saying, you have good input into what you’re doing well (so you don’t have to worry about improving those areas), and what would make the biggest difference if you did improve it.
Once you sift through the entire 360-degree report, you may be tempted to pick several items to improve. Don’t. Instead, prioritize your list of possibilities and focus your efforts on #1 and #2. The reality is that you’re going to have to find the time and energy to work on improving these areas in the midst of your already-busy life—so be practical. If you really do have three or four (or five) areas you want to improve, start by focusing on one or two at a time and make a plan to address the other priorities at a later date.
Key 4: Give Yourself a Head Start on Improvement
Another common tendency is to basically ignore your best scores in favor of obsessing over your lowest scores. But while your highest scores typically indicate areas you don’t need to improve, they shouldn’t just be set aside. Instead, ask yourself how you can leverage those strengths to help you get better at the one or two things you’re going to work on. This gives you a head start on your improvement efforts and engages competencies you’ve already developed. I find that this is an approach most people hadn’t considered, but makes perfect sense once they think about it.
For example, if you have strengths in business acumen and are trying to develop your delegation skill, then use your knowledge about what matters to the business when you delegate tasks. There are several ways to do this.
Make the most of your results
On the face of them, 360-degree feedback scores can be at best confusing or mysterious, and at worst misleading or upsetting. That’s why it’s essential to have a way to think through the avalanche of numbers and shape them into input you can use. I’ve found these four keys to be both enlightening and empowering in explaining and taking action on 360-degree survey reports.