Keep the Feedback Confidential

360 feedback should be confidential in two senses.

Firstly, those who are sharing in a group feedback session should commit to keeping information they learn about each other absolutely confidential. Without such an agreement, strictly enforced, then no-one is going to feel safe enough in the situation to truly open up and share their feelings and responses to the feedback they receive.

The exercise will then be merely formulaic and not the powerful tool for change that it can be when correctly handled.

Protect the Respondents

Secondly, it is generally accepted that the identity of the survey respondents is also kept confidential. This security allows respondents to be open and honest in their feedback without the fear of reprisal.

When I am conducting a feedback session, I will share with the participants, the general direction that their feedback is coming from i.e. whether the response is coming from their manager or boss, a peer or colleague on the same level as themselves or from a subordinate

This information reveals useful data as to whether the participant is managing equally successfully 'in the round' i.e. in the true sens of the 360 feedback. It is fairly rare, however.

Individuals usually manage upwards well i.e. they and their boss are in sync and the boss's perceptions reflect the participant's own view. Alternatively, people manage downwards effectively, which means that there is evidence of strong and consistent communication, feedback and delegation etc with their own team.

Very often the weak link in the circle is that participants are unaware of the need to keep their peers or co-workers equally in the perception-loop.

Don't Shoot the Messenger!

The least helpful attitude that someone receiving feedback can have is to continually try to discover 'Who Said What' in the spirit of finding the culprit - and getting even!

Respondents confidentiality is to be protected because their freedom to be open and honest with their feedback is the power within the 360 process. No fear of reprisal should be allowed to undermine that freedom.

It sometimes does occur that a participant receives consistently low scores from one direction, such as a subordinate or peer. In such cases, I advise that the feedback is probably coming from the same individual who is waving a flag for help and needing to be seen, heard and validated by you. A good way to do this, is to initiate a simple, non-threatening conversation to see what the problem might be.

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