Your Situation Affects Your Feedback

The context in which you work provides important clues as to what your 360 feedback is likely to reveal.

When facilitating feedback, particularly at London Business School, I am careful to encourage each participant to describe their work situation.

It is best if individuals can provide a brief sketch of their part of the organisation which shows to whom they report; who are their co-workers and who reports to them.

As this exercise is about the psychological climate of the organisation, I ask people to reveal any interpersonal issues that might be current - such as if a downsizing has recently happened, a disciplinary action was initiated or if someone has recently won a large contract or indeed, a promotion.

These significant events, either positive or negative are likely to come through the feedback in some way and it helps to have them out in the open early on in the process.

Careful What you do with the Feedback

After a stretching but satisfying few days working with their own 360 feedback, people are often eager to get back to the work-place to get on with implementing changes.

It is important, however, that this re-entry is handled sensitively and with care.

People back in the work-place, who took the time and trouble to complete your feedback, will be somewhat apprehensive that you will be coming back to confront them.

Do not be tempted to go on a witch hunt.

Always bear in mind that the feedback was given in confidence, (in most situations). People who have given you tough, but honest feedback may be worried that you will try and seek revenge.

Do not do so. The best way to go back to the work-place is to make a point of thanking everyone for their cooperation and to mention a couple of positive things you learned about yourself and one or two areas you are intending to work on changing.

That is all!

With your boss, however, if you have received 'new' information, it is legitimate to schedule a further, follow-up conversation to agree a way forward.

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