DS Cohen & Associates
In today’s relentless pursuit of corporate excellence, companies are always looking for efficient ways to “sharpen up” their employees, enabling them to learn and grow, become more engaged, and become more attuned to the moment’s demands. One such method—although sometimes not the most popular—is the 360˚ feedback system. Its promise? Comprehensive perception of self and others from all angles: supervisors, peers, direct reports, and oneself. It serves as a full-circle reality check-up. It is a tale of triumphs and tribulations, scientific debates, and moral Catch-22s, all wrapped in a network of human emotion. And this, of course, is why it’s sometimes lamented and met with resistance. Human beings feel human things and often are not well-prepared to hear any criticism, be it constructive or not. Unsurprisingly, this is also why it is so effective.
The Genesis: From Battlefield to Boardroom
The origins of 360° feedback can be found in World War II. Commanders sought an all-encompassing perspective on leadership efficacy, blending complexity with soft skill reviews. After the end of the war, Americans were bullish on the idea of multi-source feedback. The economy started to prosper, and by the 1950s, 360° feedback began to trickle into the American corporate world. It began to flourish in the early 1980s.
The Double-Edged Sword
Generally speaking, and backed by actual data from studies and statistics, advocates strongly support 360° feedback’s positive impact on employees. A Harvard Business Review study proclaims the system as “a phenomenon,” resulting in a 10% boost in leadership effectiveness and a 15% surge in communication skills.
Of course, there remain those who are suspicious of the process. There are those who feel it cannot be objective, thereby tainting all results with personal opinions and subjectivity.
Some people are initially concerned with the feedback being subjective. However, the reality is that an individual’s feedback is indeed both their perception and, by necessity, subjective. Putting this into perspective, when an employee has received the feedback (read: perceptions) of them from five different people, that IS how others see them. The question is – what will they do about it? Will they sulk and be driven by ego and resistance to change? Or will they properly integrate the feedback and results into their work and leverage that into professional success?
Anonymity is sometimes identified as another concern. If people can provide feedback without accountability, are they being honest or spiteful? Do they have a hidden agenda? Consider, however, the multiple sources of feedback: manager, peers, and direct reports. If one group’s score differs, the employee is now equipped to ask themselves, “What am I doing differently with this group than all the others? Where are my pain points?”
The third issue is one of control. After all, who selects the feedback providers and who has access to the report? When managers use the results as leverage to justify personal vendettas or actions, the process becomes corrupt. That is one of the reasons that managers will generally not have access to the report unless the individual directly and voluntarily chooses to share the results with them. After all, the data is only to be used as a foundation to understand how others see you. Without acting on a development plan, the feedback becomes meaningless and futile.
Success Stories
Amidst the skepticism and cynicism surrounding early 360° activities, strongholds of hope emerged. Many of the process’s implementations were integrated into companies’ leadership development processes. These organizations recognized the value of soliciting full-circle feedback from multiple sources to gain a well-rounded understanding of how individuals are perceived. Program participants will find themselves with a new understanding of how to build relationships and improve their leadership skills in a positive and lasting way.
Success lies in the details. To derive meaning from data collection, feedback must be rigorously coupled with developmental paths—a marriage of critique leading to growth, reinforced by ongoing focused feedback on the selected behaviours for development. The secret to success is the individual’s acceptance of others’ perceptions and desire to do something about them.
Anticipating Obstacles and how to Overcome them
There are a number of ways to avoid the common mistakes and bureaucratic restrictions that sometimes hinder the process. To effectively realize and reap all the rewards of the 360˚ feedback process, it is recommended to engage in the following steps:
1. Tailored Survey Instruments: Craft feedback surveys that resonate with organizational values and use the specific wording of your behavioural competencies. Avoid generic models; bespoke instruments ensure relevance.
2. Balanced Sources and Trust Building: Merge qualitative and quantitative feedback for a holistic view. When possible, enable recipients to self-select feedback providers; it builds trust.
3. Structured Training Programs: Train providers and receivers before embarking on this journey to ensure a mutual understanding of the purpose, how to use the scoring scale and a review of the feedback report.
4. Tangible Development Plans: Transition feedback into concrete development plans with company support.
5. Accountability and Ownership: Share plans with managers and direct reports to build trust.
6. Regular Follow-Ups: Schedule structured check-ins for continuous improvement through feedforward.
7. Separate from Performance Reviews: Use 360° feedback solely for development to foster genuine growth.
8. Clarify Organizational Purpose: Ensure clarity of purpose before implementation; adapt designs as needed.
Conclusion: Toward a Human-Centric Evaluation
The 360° feedback system is about understanding how one is perceived by others—a tool for personal and professional growth when used with care and deliberation. Companies must invest in educating providers and receivers while ensuring transparency of purpose to harness its transformative potential.
Remember: Feedback is a gift; thank those who share their perspectives. As Robert Burns said, “Oh, what a powerful gift to see ourselves as others see us.” Also, remember the American philosopher Yogi Berra’s words: “Perception is perception, and that is reality.”
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David Cohen is completing his second book on how to hire for fit to values/culture. His first book is called The Talent Edge. He has conducted workshops globally on Structured Behavioural Interviewing. For more information on the workshop, please contact DAVID.
