- February 17, 2017
- Posted by: Cheryl
- Category: Uncategorized
Why 360′ Feedback Programs Fail? By Eric Jackson, Forbes August 2012
- The boss doesn’t get involved or discounts the program’s importance.
- The 360’ tool/questions are too vague.
- People offer comments that are personal in nature rather than constructive.
- No plan is set following receiving the feedback.
- If there is follow-up post a 360’ plan, it happens only once.
- Lack of confidentiality.
- Forgetting the strengths and only focussing on the weaknesses.
Why Our 360′ Feedback Program Succeeds!!
By Cheryl Stafford, Certified Professional Executive Coach, November 2016
- The boss is an essential part of the program starting with collaborating with the leader on their custom leader’s competency model (from which they will be rated against), selection of raters, providing feedback and feedforward, support with finalizing an action plan related to 1-2 areas of leadership growth and monthly coaching meetings to support the leader to achieve goals.
- We use the Assess 360’ and the Marshall Goldsmith Global Leaders’ of the Future tools, both which are grounded in rigorous research related to business competencies and behaviours that are directly related to successful leaders globally and with highest levels of validity and construct validity. We pair the 360’ feedback tool with behavioural interviews of key stakeholders where the focus is on getting objective feedback that incorporates more detail and helps to provide further context and themes to the 360’ tool.
- Our leader’s personally invite their raters and encourage them to add contextual comments based on the competency rated so that the comments are constructive in nature to the related behaviours whether positive or areas of growth. We encourage our raters to provide feedback (examples of what has happened in the past) but to really focus more on feedforward (suggestions to move forward).
- As part of our process, leaders are required to come up with 1-2 areas for leadership growth based on the feedback and feedforward received. From this they work with our trained coaches to develop a measurable and actionable plan for growth.
- After the leader has created their action plan for leadership growth, they engage in coaching with their stakeholders, boss and one of our certified executive coaches. This process is highly successful in helping the leader keep momentum and make measurable changes in behaviour.
- Confidentiality and anonymity are discussed up front. However, in our experience leader’s despite being told not to, will most often try to figure out who said what. Our certified coaches work with the leader to help them look for themes vs. one-off comments and to appreciate that each stakeholder’s perception is reality to get them to focus on what they can do more of, less of or different to be a more effective leader. In our opinion, the worst programs are when we focus so much on anonymity as our approach is for the leader to openly reach out to stakeholders – that is who they need to make the changes for in order to be successful, not the Coach or themselves. When confidentially is such an issue we should be looking at cultural shifts and trust issues that may be bigger than the leader themselves or perhaps the leader is not ready for the feedback process.
- During the debrief process we focus on strengths and areas for leadership growth. It is important that the leader leverage their strengths and even more important that they are committed to making measureable behavioural changes based on their stakeholder’s input.
Our clients have sited increased self-awareness, self-confidence, ability to make better decisions, improved relationships, increased respect and clarity of direction as just a few of the benefits they have experienced. Contact us to find out how a customized 360′ feedback process can benefit you and your team!