360 feedback tools have been around for ages and although their popularity has been fading in recent years, Asian leaders still need to completely embrace the fact that seeking feedback is a sign of strength and not weakness. They have yet to see 360 feedback tools as a way to obtain feedback from people other than themselves. In the process benefits that leaders can look forward to include:
- Becoming more self aware
- Understanding how others perceive your behaviour and performance
- Identifying areas for personal improvement
- Encouraging you to develop yourself
The big debate about 360 feedback always centres around “what is it used for?”. Are the results used for talent decisions such as performance evaluations, promotions decision, potential assessment, and training decisions or solely for personal development purposes. Although a recent study from the 3D group indicated that in the US 47% of 360 feedback is being used for performance management, I don’t think it will work that way in Asia.
I’m a big proponent of only using 360 feedback for personal development. I feel that using it for talent decisions and performance evaluations which can influence salary increases and promotional opportunities is asking for pandora’s box to be opened. It can create all kinds of biases that will undermine the validity of the results.
Having run 360 feedback processes in a large number of organisations across Asia these are my lessons on how to make 360 feedback work here:
1. Be very clear on what you are using the 360 feedback for
Be upfront and clear on what you’re going to use the 360 feedback for. My advice: stay away from the temptation of secretly using the results of your direct reports for performance decisions. Another pitfall to avoid is to suggest a 360 feedback process for the one person in your team that is under performing. Instead, be brave and have a genuine conversation with the individual about his/her performance and ways to improve it.
2. Educate the team
The more time you spend educating your team on the objectives, your intentions, the process and the ‘rules of the 360 game’ – especially the confidentiality part – the more value you derive from the tool. In Asia, employees are genuinely respectful of their bosses and often refrain from criticizing them. As a boss you have to explain to everyone who’s involved that you will genuinely value their opinions.
Tip: Don’t fake it. If you don’t believe this, don’t do it.
3. Make it Personal for the Person Giving Feedback
Most 360 questions are standard questions linked to the competency model of the company. This works for some but is often difficult for others to answer. So instead of:
“The individual provides frequent feedback to the team”, try
“The individual provides frequent feedback to me’
Having questions which focus on the interaction and impact of the person giving feedback with the recipient of the feedback will improve results.
4. Less is More
Instead of asking people 80 questions about your performance try to design a feedback tool that captures just 20 questions. This has two benefits:
- It helps focus yourself and the people answering the questions
- It simplifies the 360 feedback reports
I’ve often seen leaders getting completely overwhelmed with a feedback report of over a hundred pages. It leads to in-action since they’re not able to distill the important feedback from the trivial facts. With fewer questions and a simpler report you should be able to focus on what’s important and translate it into action.
5. Do Something With The Feedback
No matter what, you have to do something with the feedback. People have made an effort and presented you with a gift of their opinion. The best way you can reciprocate is by using that gift and translating it into actions. Don’t go overboard – pick just three things you want to improve over the next 12 months and be sincere about how you can do it. You could even involve your team in what actions you should take to improve in these areas.
6. Come Clean
I never give feedback to people who I think can’t handle it and/or don’t act on it. I’m sure the same will apply to the people you may conduct your 360 feedback with. You can ask people for feedback once but if you don’t act on it, they won’t do it again. So come clean and share your the results of your 360 feedback as well as the actions you plan to take. Remember you’re not doing this for them, you’re doing it for yourself. Research has shown that publicly committing to actions significantly increases the chance of people achieving their intended results.
So, that’s my take on 360 feedback. It’s definitly a debated topic – what’s your angle on it? Have you implemented any form of 360 feedback in Asia? How about other countries? What region specific challenges have you faced during the process?
HI Paul,
Congradulations for a great artical. I agree each word of it in fact, i experienced different aspects passed through me during last few years.
Do share if you have something more about the subject. This is all about self development.
Only one pitfall that i observed across subcontinent, peopole also use it as a weapon of revenge in companies where performance decisions are linked with it. You have rightly advised to refrain from linking 360 with performance.
regards
Hi Paul , agree totally with you .in work place 360 feedback is considered threat probably either the objective is not set/cleared. I personally feel that it is very powerfully tool for development /performance. Rgd Maqbool
Thanks for sharing your experience Maqbool .
Thanks for the positive response Asad. I have seen similar instances of revenge and using 360 to ‘get ahead’. Better to stay away from that and only use it for personal development
Paul