| I was talking with a manager about their employee | | | | get honest feedback from participants and more |
| performance review processes. This company had | | | | willingness to deal with the results by the person. If it is |
| been doing them for some time and wanted to take | | | | for reward and punishment, the dynamics change and |
| their reviews to the next level. | | | | it is less effective.o 360 questions need to be directly |
| "What about a 360?" I was met with a very stunned | | | | related to what matters in your organisation. There is |
| look. "I didn't think you thought of me that way" came | | | | no point doing a 360 if none of the questions relate to |
| the reply. It was my turn to look stunned. "No - a 360 | | | | areas of importance to your company. Do you want |
| degree performance review process" was my reply. | | | | managers to work across information silos - then |
| "A 360 is where a person gets feedback on their | | | | measure it. Do you want managers to be inspirational |
| performance from their peers, their subordinates, their | | | | leaders - then measure it.o The boss goes first and |
| boss and in some cases even suppliers and clients. | | | | shares their results with the management team. If you |
| That's why it is called 360 - you get feedback from all | | | | are serious about a 360, the boss should be the first |
| around you." | | | | person who has one and they should share the results |
| A 360 is a very intense tool and not to be messed | | | | with the management team. If they are not willing to be |
| with. I have seen it create miraculous shifts in | | | | open and do the process, the company is not ready |
| previously stuck managers and I have seen it plunge | | | | for a 360 generally.o Confidentiality is crucial. Every |
| people into a major stress crisis. I have even seen | | | | subordinate, peer, client and supplier who responds |
| people totally ignore what all the facts are telling them | | | | should have their results pooled and not be identifiable. |
| and stay on their track. It is only a tool for a mature | | | | This assists in ensuring they will give honest |
| organisation willing to take it seriously and implement it | | | | feedback.o Feedback is perception not proof. The |
| correctly. Why? Imagine you are in a room, having a | | | | results of a 360 are just people's perceptions of a |
| quiet coffee by yourself. All of a sudden in walk 20 of | | | | person at that point in time. Something about their |
| your employees, peers and your boss. They each | | | | behaviour is triggering this result. Perceptions are not |
| proceed to tell you exactly what is right and wrong | | | | proof that a person is "bad" - they are just showing |
| with your leadership, your knowledge, your teamwork, | | | | something in the behaviour needs to be modified.o The |
| your technical skills and a host of other things. All you | | | | process is more important than the forms. You need |
| are allowed to do is listen. Now you can see why it is | | | | to ensure everyone is briefed beforehand (participant |
| intense! There are lots of tools on the market to help | | | | and raters) as well as ensure that you allow a good 2 |
| create a 360 - many just focus on the forms and not | | | | hours with each person to debrief their results. The |
| the process (or the process to debrief and ensure the | | | | results can't be just mailed or handed to someone, |
| person remains stable!). If you are looking at doing a | | | | they must be debriefed - taking into account emotional |
| 360 here are my best tips to help you create one that | | | | reactions as well as action setting for the future.o No |
| works for your business (no matter the tool you use).o | | | | witch-hunts. There should be no witch-hunts over |
| 360 should NEVER be mandatory. It should always be | | | | negative results. If a person decides to blame the |
| voluntary. If mandatory you will force people who may | | | | raters and punish them - then you quickly need to deal |
| be having a lot of stress in their personal life to deal | | | | with it as a case of workplace bullying. |
| with an additional stress load which could push them | | | | Follow these processes and you will have a powerful |
| over the edge.o 360 should never be used as a | | | | tool to make significant change in your company. Miss |
| promotion tool. It is designed to help people learn and | | | | any of them and you will get a paper exercise or |
| grow and not punish and reward. If you take it in the | | | | conversely one that damages people for life. It's your |
| positive development approach you are more likely to | | | | choice. |