Review of “Maximizing the Value from 360 Feedback: A Guide for Leaders and Process Owners” by Suzanne Miklos and Mary Steuber
This Guide opened my eyes to the myriad of common problems with 360 degree feedback processes (360s) and proposes solid advice to maximize the tremendous value a 360 can produce. 360s are much maligned, and often for good reason, but as Miklos and Steuber point out, problems are caused by faulty implementation and execution, not generally by the 360 itself. In fact, nothing can really take the place of a good 360 – what can be better at getting to the truth about performance than gathering targeted data from key people surrounding the individual being rated? Nothing, really. This article points out that we should not “throw the baby out with the bathwater” but instead, take greater care when planning, implementing, and following through with a 360 process.
Everyone in L&D and line management has probably heard 360 horror stories and maybe even witnessed the emotional powder keg that can erupt when 360 “goes bad”. Perhaps no other organizational intervention has the power to ignite tempers and bruise egos like a 360. However, when done well, 360s have the power to prompt behavior change like no other process. Self-awareness can be achieved intensely and positively if set up and conducted professionally, as this Guide details.
Some of the pointers offered that I found particularly compelling include:
Align with strategy. Don’t try to build the “perfect leader.” Instead, focus on a development strategy that emerges from the data (e.g. accountability) and can guide subsequent coaching to achieve measurable leadership improvement.
Self-awareness comes from both the results AND the feedback process. If the feedback process is weak, then even the most compelling data won’t come across well and be accepted.
Effective implementation and strong ROI depend heavily upon follow-up. If the process is planned and executed flawlessly, but subsequent developmental effort over the following months is not supported and reinforced, little will be gained. A great deal depends on follow-up to solidify true behavioral change.
Conduct participant training and select raters carefully. Dos and Don’ts offered are really important to get a quality result from the raters.
Development goals should be limited to 2-3. This advice is based on solid data on what maximizes learning and true growth.
I highly recommend this Guide to L&D professionals and line managers considering using a 360 before they take the plunge. You’ll learn a lot!
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