Top Tips for Successful 360 Feedback

1. Feedback in Groups rather than to Individuals Read More Here

2. Drip-Feed the Results. Read More Here

3. Work With Your Strengths Not Your Weaknesses Read More Here

4. Don't Take it Personally Read More Here

5. Don't Fight the Feedback! Read More Here

6. Keep It Confidential Read More Here

7. Develop an Action-Plan Read More Here

8. Small but Significant Changes Read More Here

9. Your Situation Affects Your Feedback Read More Here

10. Common Reasons for Rejecting 360 Feedback Read More Here

When correctly handled, I have seen the process of 360 feedback transform a leader's outlook and ability for leadership as well as reinvigorating her enthusiasm and commitment to leadership which inspires and motivates rather than 'goes through the motions'.

Why do we need to be committed to regular and open feedback?

It is generally accepted, though irregularly practiced that, unless we solicit honest and open feedback from those we work with or relate to in other important ways; unless we positively go out of our way to invite others to 'tell us how we are doing' - we rarely hear the 'truth' about ourselves. We hear what others feel we want to hear and will not damage our (fragile) egos. This is especially true, the higher up the organisational ladder we go.

How can feedback have so much impact?

Generally, we live in a state of ignorance about how we are perceived or come across to others. We feel that the world sees us as we see ourselves. Thinking and acting as though we are the centre of our own universe, we fully expect that others see us as we do. We expect that the image we portray is fully communicated to and accepted by those around us.

It comes as a shock, sometimes a profound one, when we learn that the people we associate with, may have differing, even opposing views about some of our most cherished characteristics.

For example, a typical variance of opinion that I regularly come across in my coaching work is that a leader will hold the view that he or she is decisive and target-orientated, and it comes as a nasty surprise to learn that others may see them rather as micro-managing and over-controlling.

Another familiar example that comes up regularly is that a leader believes that he or she is strategic and has a clear vision for their enterprise - those around them, however, may report that the person is uncommunicative and unwilling to listen.

the Johari Window, is a useful and easily appreciated model of what is going on here and I use it frequently to explain how and why others may see us differently from the way we see ourselves.

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