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Blink 3 of 8 - The 5 AM Club
by Robin Sharma
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Handbook of Strategic 360 Feedback summary
Allan H. Church
Useful Tools and Strategies to Optimize Performance Management
19 mins
Table of Contents
Handbook of Strategic 360 Feedback
summarized in 9 key ideas
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Key idea 1 of 9
When Feedback Works
At a large General Mills manufacturing facility, corporate leadership wanted to set some strong goals in the areas of innovation and product improvement. To do this, they wanted to identify people who displayed the talent and behaviors necessary to advance their goals.
Having heard about the idea of 360 Feedback, the organization decided to conduct an experiment using 140 employees and giving them both 360 Feedback and the standard top-down performance appraisal.
At the end of a three-year period, they’d learned a few things. First of all, top-down appraisals tended to focus on key performance indicators and past performance, whereas 360 Feedback focused on behaviors and competencies present in each employee. Secondly, the two forms of rating often didn’t agree—an employee may rate high in 360 Feedback and low in appraisal, or vice versa. And finally, supervisors and peers see very different things.
As a result, the study found that both forms of feedback offered value. We’ll dig into the specific value of 360 Feedback in sections two through five – but first let’s discuss the conditions under which 360 Feedback works.
To be successful with 360 feedback, you have to have the right organization and the right parameters.
An organization is ready to implement 360 Feedback when there is a culture of learning, trust, comfort with feedback, and low competitiveness and ego. If your organization meets these conditions, it has a high likelihood of experiencing success using the 360 Feedback method.
However, there are still some pitfalls to avoid. Because the feedback is given by peers, you have to make sure everything is handled anonymously. Additionally, you want to be careful about informing your raters – people you’ve chosen to give feedback – of the goals associated with data from the feedback. This is to prevent people from rigging the game by being strategic or deceptive about their feedback.
If you can create fairness in your feedback collection methods, you’ll have a better chance of collecting pure, useful data.
Now that we’ve talked about the conditions for success, let’s get into the benefits of 360 Feedback.
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What is Handbook of Strategic 360 Feedback about?
The Handbook of Strategic 360 Feedback is a guide to the pros and cons of 360 Feedback, including detailed guidance on how to implement the process as well as how to avoid pitfalls such as unconscious bias or people who try to game the system.
Who should read Handbook of Strategic 360 Feedback?
- Company leaders
- HR managers
- Team leaders
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