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The 360-degree review isn't a silver bullet but it does have tremendous advantages for professional development and growth.
Here are four reasons to utilize this tool and then how to implement it in your workplace.
1. It affirms or reveals
It will affirm strengths and weaknesses you already knew about yourself. This is a win because it reinforces truths you knew and those truths become more cemented into your mind and heart. If it doesn't affirm, then it will reveal strengths and weaknesses you weren't aware of. This is also a win because it reveals blind spots you didn't know existed. Either way, affirming or revealing, it is a developmental win-win.
2. It provides more
A 360-review by a group provides more than a traditional review by a manager. It provides more information because it is soliciting info from a group of people instead of an individual. It provides more accurateinformation because your peers know more about you than your manager. It provides more validatinginformation because you receive praise from a range of people and not just your boss.
3. It avoids halos & horns
When information flows through only one individual, nuance is lost. When just a manager reviews you, their feedback can move to an extreme, either good or bad. They will either crown you with a halo or punish you with horns. You become a saint or a sinner. Sometimes you feel like a gladiator standing before a Roman emperor awaiting life or death based upon thumbs up or thumbs down. Also a manager can lapse into reviewing you based on their most recent interaction, instead of a range of interactions.
4. A supplement, not a substitute
A 360 review adds supplementary information to the normal review process. It supplements but it should not substitute. If a manager has specific performance issues with an employee, they should discuss those issues with the employee directly, candidly and immediately. These reviews are not a substitute for good leadership and management. I do not recommend a 360 review if an employee is not getting regular and effective feedback from their manager; it's unlikely to be a positive experience for anyone. Get managerial feedback first, then supplement it with a 360 review.
Here's how to implement the 360 review in your workplace:
1. Lead it yourself
The manager initiates the process, analyzes the data and then presents the feedback. I recommend you lead this process yourself for two reasons. One, you don't need to wait for your organization to get behind this feedback tool. Instead, you can spearhead its implementation by starting it yourself, which will hopefully catch on across the whole organization, and in turn make everyone better.
Two, it cuts out the middleman. It allows you to hear direct feedback instead of hearing it through your manager. This eliminates the telephone game and gives you a chance to ask follow-up questions. Now, here is my only caveat for leading it yourself: you have to work in a healthy organization. If you work in a toxic environment, I wouldn't suggest using this tool because it will cause more harm than good.
2. Ask for feedback from nine people
This is a pretty particular number and there is a reason for it. I like to get equal feedback from 360 degrees. This means three people above you, three people beside you, and three below you. Asking feedback from two people at each level isn't enough to pick up on patterns. Asking for feedback from four people will take too long.
Side note: When I say below, that does not mean inferior, that just means you are positionally higher on the org chart. I learn the most from those 'below' me because I rub shoulders with them the most, and because they are smart and talented people. You might work in an organization and think you don't have anyone below because you don't have any direct reports. This isn't true. For instance, if you work in any non-profit I guarantee there are a number of volunteers that directly report to you.
3. Ask for feedback from trusted people
Ask people that know you well and that you know well. Opening yourself up to feedback from this many people is vulnerable and exposes yourself to potential wounding.
That's why I strongly suggest only selecting people you feel can communicate negative information in a positive manner. If you don't select trusted people, then the feedback could sap your morale, destroy your motivation and become a hindering instead of helping experience. So ask for feedback from people that want the best from you and for you.
4. Focus on strengths, then weaknesses
A 360 review should focus on your strengths and weaknesses in areas such as leadership, teamwork, accountability, vision, work habits and interpersonal communication. I say strengths then weaknesses because it can be tempting to forgo strengths and jump directly to weaknesses.
When you focus on strengths first, it becomes a more natural process for the person giving and the person receiving the feedback. There is nothing more awkward for both parties than jumping right to the negative.
5. Focus more on strengths
Marcus Buckingham in his book First Break All the Rules: What The World's Greatest Managers Do Differently, explains how great managers focus on employee strengths over weaknesses. He says, "People don't change that much. Don't waste time trying to put in what was left out. Try to draw out what was left in."
Employees who excel apply this principle of focusing more on strengths when they lead others. Employees who excel also apply this principle when they lead themselves. Our propensity to focusing on the negative can make this principle difficult to apply. If you are able to overcome this tendency towards negativity then you will professionally develop at a much faster pace.
6. Do it yearly
This might sound like I'm a glutton for punishment, but I'm not. I just want to keep growing, so I keep looking for 360 feedback every year. Doing this yearly also helps me see where I have come from and where I'm going. It helps me see areas where I've grown and areas that have stagnated and need to be worked on.
It is also wise to do this yearly because there are always new people in your organization. New managers, new peers and new direct reports. These new people will have a fresh perspective on you, and for you.
7. Examples & documentation
During the review, make sure to ask for examples and document what you hear. Examples allows you to clearly visualize abstract feedback. The feedback might be "You don't seem respectful to coworkers." If you ask for an example you might hear "It feels disrespectful when you do the majority of the printing but never replace the paper."
So if you get vague feedback, always ask for an example. Also make sure to document all the feedback you get. This allows you to reference it throughout the year and continually grow. It also allows you to look back over the years and see how you've developed.
8. Don't respond defensively or offensively
It can be easy to respond defensively or offensively to negative feedback. Neither are good. Neither promote growth. When you respond defensively ("Well the reason I do that is"), it explains away your negative conduct, and you don't grow.
When you respond offensively ("You think I'm unorganized? You're the one with post-it notes covering your office!"), it focuses the attention away from you, and you don't grow.
If you can't respond defensively or offensively during the review, how should you respond? Graciously. A simple, "Thank you for taking the time to share your insights and help me grow" is a great way to conclude any 360 review.
9. Start with yourself
You might be a manager thinking that a 360 review is a great idea for your direct reports. And it is. But it needs to be a great idea for you first. So begin top-down with this feedback tool by applying it to yourself before you apply it with others. Nothing builds a positive culture of feedback in an organization like a clear example from the top. Remember that as a manager you can only lead people as far as you have gone yourself.
 | For over twenty years Ben has created & captured moving and memorable moments for individuals, non-profits & corporations across the globe. He has served on the executive team of multiple megachurches and currently serves as the Executive Pastor at Zarephath Christian Church in New Jersey. Ben also consults for churches, teaches at universities and speaks at conferences about leadership, communication and creativity. For more information visit www.benstapley.com. Learn More » |
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