This month, we look into methods of providing feedback and how to create more success stories from your feedback experience.

We would like to thank Ken Nowack for his contribution to this article.

When working with clients who’ve never experienced the results of a 360 assessment , how do you help them to receive the feedback most effectively?

The quick answer to this is “with personalised attention and sensitivity.” By focusing on the individual’s needs and working with the culture of their organisation, it is possible to overcome hesitation and anxiety around asking for and receiving feedback.

When it is time to review the results report, identify how an individual will most easily connect with the detailed results (The graphs? Which chart? etc.) and then review the information slowly until the individual is comfortable with the messages and ready to take the feedback and translate the messages into a plan for action.

How do 360s support the development of supervisors and managers?

360-degree surveys can be used both to support individual coaching engagements, and as part of leadership development training programs.  For example, ManagerView360 is often used with new supervisors and mid-level managers. A 360-degree survey can be administered prior to the start of a training program and throughout the delivery of the training program, participants will be asked to refer to their 360- degree results and their development plans to identify key training topics and skill areas that will help them to achieve their developmental goals.

After the completion of the training program, each individual can receive 1-1 coaching to help with action planning and implementation.

What success stories do 360s have?

Positive reactions to the experience of a 360-degree survey combined with 1-1 coaching are common. This level of personalised information and attention is so rarely experienced in our typical work environment.

What is important in gaining success?

The most significant thing for successful results is the importance of buy-in and support from leadership within organisations who are using 360-degree surveys. This level of support is a critical factor in building accountability and commitment amongst individuals to getting the most from their 360-degree experience. 

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