Feeding back 360 and taking action: the real value of a 360 review

Taking part in a 360 review can have immense benefits for a specific employee – and his or her manager, the wider team and the business. But the most valuable part of the ‘process’ (feeding back 360 and taking action) can be the part that's taken for granted or doesn’t get the focus and planning it needs to really get the most from it. …

Giving feedback: take the person into account

Giving feedback thoroughly and effectively makes a real impact on how successful the 360 degree feedback process will be. But how the individual reacts and responds to both positive and negative feedback depends very much on how they are wired.  Those driven to succeed and attain goals (ie those who are ‘positively wired’), interpret and internalise positive and negative feedback very differently from those more concerned with avoiding failure and punishment (‘negatively wired’).…

360 - it's not about comparing people

Making comparisons between people by using a 360 is one of the four deadly mistakes we see that some organisations make. It's simply just not what 360 is about.…

Avoiding 'should' in 360

In a 360 review, asking someone what their managers or co-worker should be doing is over-stepping the mark. In our recent blog post we talked about there being four deadly mistakes when carrying out a 360 programme. We've explored two of those four mistakes in other blogs and now we look at what you are asking of your raters.…

Giving better feedback

Feedback can be powerful. Giving and receiving quality feedback helps individuals, teams and the business as a whole to develop. The challenge which faces us all is how to make a useful contribution when giving feedback to others.…

How to spot good quality 360 feedback

We get to see many results from 360 reviews - and also spend time talking through reports with 360 participants - and we notice the varying quality of feedback that has been provided by the reviewer or rater.…

Leadership and Learning Agility

Increasingly we are hearing from organisations that are moving away from highly bespoke, tailored models of leadership effectiveness within their organisations to using generic, cross-sector criteria for assessing their top people, finding talent and developing their pool of leaders.…

Why do some 360 degree feedback programmes have more impact than others?

What makes for an impactful 360 programme?…

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