Yesterday, I posted a video about a president of an organization that has trouble holding some members of his executive team accountable and some of the members of his team have difficulty providing honest, direct feedback.
I suggested a 360 would be a great place start.
There were a lot of questions and comments about 360s.
In this video, I talk about why a 360 is useful and how it should be properly implemented.
First, hire an outside consultant. You want people to be comfortable providing feedback.
Second, make sure the tool being used is valid and reliable.
Third, make sure the administrator is well trained and knows how to create a psychologically safe environment. Results should be debriefed one-on-one. People should not be debriefing themselves. That is confusing and potentially harmful.
Fourth, confidentiality should always be maintained.
Fifth, they are professional development tools and should never be used for punitive purposes.
Why are 360s useful? When done right, they are used as a professional development tool. They highlight strengths and blindspots. They can be used to create an action plan for growth. Great to use with one-on-one coaching.