360-Degree Feedback Approaches

𝗠𝗲𝗮𝘀𝘂𝗿𝗶𝗻𝗴 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗗𝗲𝘃𝗲𝗹𝗼𝗽𝗺𝗲𝗻𝘁 I've been asked this at least 3 times in the last two months. "How do I know that my leaders are improving?" This is where we distinguish knowing from application. 10% of capability comes from learning from formal sources. 20% comes from networks and interactions. 70% comes from application to portfolios and projects. One thing that sets this all apart are data points. Even if I apply skills to my projects, how do I know I did it well? Most large companies have a 360-degree or leadership assessment process in place. So, I'll share my thought process for this in case you are attempting to develop this for your own organization. Step 1: Determine organizational strategy and business outcomes. This is necessary to align expectations of desired behaviors. This is where a Balanced Scorecard can come in handy. Step 2: Assess expectations of leaders. You'll then assess them across leadership behaviors for new, mid and even senior managers. Granularity of differences supports focus and clarity. Often, a list of pre-existing behaviors/competencies are used to make the exercise easier. Validated psychometric tools such as the 16PF help to anchor it to scientific rigor. Organizational psychologists like me conduct surveys to gather insights. Then, focus groups are used to drill down to details information. After that, we'll create categories basedon the information and produce working behavior-based definitions. Step 3: Prioritize the list Now, the leadership team decides which behaviors are more important by way of ratings. Step 4: Build the 360 We then build a 360-degree feedback survey questions. These questions are reviewed for validity. Step 5: Allocate the survey A system specializing in the 360 (there are many) can be used. Feedback Recipient selects 6 to 12 people to rate them. In organizations, to avoid selection bias, leaders of the feedback recipient can review and veto the people doing the rating. Then, the participant does the survey too (self-rating) Step 6: Debrief of survey Usually, participants need guidance from a trained coach who understands feedback requirements. This is to provide grounding and objective input. Often, 360 surveys tend to be met with resistance unless the coach is skilled in facilitating the reflection conversation. Step 7: Action Planning The participant then produces a set of actions for improvement. This plan and the priority of focus should be made known to the feedback givers. Step 8: Pulse Surveys After a designated time (within 6 to 12 month period) a validated pulse survey is set up for the observers to rate improvement in specific behaviors. Step 9: Continued Leadership Coaching, Mentoring and Peer Support A combination of these can be used to enhance development. Step 10: Final Comparison Survey Toward the end of the year, a comparison survey is done to see how the key areas have improved or not. ---

Are your performance reviews based on facts or feelings? Over the weekend, I was co-mediating a case for the Community Mediation Centre (CMC) The respondent in the case was asking for evidence during the dispute resolution process He said that evidence will: ⚖️ Help stakeholders understand the issues & the real problem ⚖️ Avoid misinterpretations ⚖️ Build credibility ⚖️ Strengthen arguments in the case ⚖️ Save time as the evidence can lead towards settlement As I replayed the respondent’s words on my way home, I drew parallels with employees currently going through mid-year performance reviews Performance reviews can be uncomfortable for both managers & employees What often makes them hard is when they’re built on vague comments, selective memories, opinions or subjective feelings These conversations should be grounded in observable behaviours & measurable outcomes This means evidence! Evidence-based conversations, sticking to facts, are when meaningful performance reviews happen That’s where 360 feedback plays an important role 📃 The evidence! It’s not just about what the manager thinks It’s about how others have experienced working with you When you bring in feedback from peers, cross-functional collaborators, direct reports or other indirect managers, you start to paint a more complete, balanced picture of performance & impact 360 feedback helps shift the conversation from: ➡️ “I feel like you need to improve your collaboration” to ➡️ “Several of your colleagues shared specific examples of when collaboration was a strength & where it could be stronger” It turns a potentially defensive conversation into a developmental one 360’s are important because people are more likely to accept & act on feedback when it’s grounded in evidence It also helps reduce bias by incorporating multiple data points & is not just the manager’s perspective In my experience, the best performance conversations are built on: ✔️ Observable behaviours (the evidence) ✔️ Impact on team & outcomes ✔️ Multiple perspectives When done right, 360 feedback isn’t just a tool, it’s a powerful process to provide evidence & shift mindsets How do you ensure your performance reviews are rooted in evidence & fairness? Share your tips in the comments below 👇 📷: Photo taken at satellite mediation location that reminded me of a setup for a performance review conversation ---------- #Mediation #coaching #mentoring #Leadership #PeopleDevelopment #HR #career #careermanagment

🟠 If you want to understand 𝘄𝗵𝘆 𝗴𝗿𝗲𝗮𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗹𝗲𝗮𝘃𝗲, start by looking at the environment they work in, not to find fault, but to find opportunities to strengthen leadership and culture. I’ve seen talented employees step away from roles where they once excelled. Not because they lacked drive, but because something in the leadership experience changed for them. We often focus on compensation, workload, or career paths when analyzing attrition. That matters, but so does the 𝗲𝘃𝗲𝗿𝘆𝗱𝗮𝘆 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲 𝗽𝗲𝗼𝗽𝗹𝗲 𝗵𝗮𝘃𝗲 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲𝗶𝗿 𝗹𝗲𝗮𝗱𝗲𝗿𝘀. Most turnover isn’t caused by a single issue. It’s usually a sign that teams need more clarity, more communication, or more consistency from leadership. To support both leaders and employees, organizations benefit from 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲𝗱, 𝗿𝗼𝘂𝘁𝗶𝗻𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗳𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 that help everyone grow. 𝗔 𝗦𝘂𝗽𝗽𝗼𝗿𝘁𝗶𝘃𝗲 𝗙𝗿𝗮𝗺𝗲𝘄𝗼𝗿𝗸 𝗳𝗼𝗿 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 → 𝗨𝘀𝗲 𝗮𝗻𝗻𝘂𝗮𝗹 𝟯𝟲𝟬° 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗿𝗲𝘃𝗶𝗲𝘄𝘀 These aren’t about criticism; they’re about giving leaders a full picture of how their behaviors land with others. → 𝗦𝗵𝗮𝗿𝗲 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗮𝘀 𝘁𝗵𝗲𝗺𝗲𝘀, 𝗻𝗼𝘁 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗰𝗼𝗺𝗺𝗲𝗻𝘁𝘀 This keeps the process constructive and focused on trends that matter. → 𝗜𝗻𝘃𝗶𝘁𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝗰𝗿𝗲𝗮𝘁𝗲 𝗮 𝘀𝗶𝗺𝗽𝗹𝗲 𝗮𝗰𝘁𝗶𝗼𝗻 𝗽𝗹𝗮𝗻 Two or three specific commitments can make a meaningful difference. → 𝗘𝗻𝗰𝗼𝘂𝗿𝗮𝗴𝗲 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘁𝗼 𝘀𝗵𝗮𝗿𝗲 𝘁𝗵𝗲𝗶𝗿 𝗰𝗼𝗺𝗺𝗶𝘁𝗺𝗲𝗻𝘁𝘀 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝘁𝗲𝗮𝗺 This builds trust and sends the message that growth is a shared journey. → 𝗖𝗵𝗲𝗰𝗸 𝗶𝗻 𝗮𝗴𝗮𝗶𝗻 𝗮𝗳𝘁𝗲𝗿 𝟵𝟬 𝗱𝗮𝘆𝘀 Short follow-ups help track progress and provide leaders with real-time learning. → 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗲 𝗴𝗿𝗼𝘄𝘁𝗵 𝗶𝗻𝘁𝗼 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻𝘀 Not as punishment, but as recognition that leadership impact is part of the role. 𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸 𝗶𝘀𝗻’𝘁 𝗮𝗯𝗼𝘂𝘁 𝗽𝗼𝗶𝗻𝘁𝗶𝗻𝗴 𝗳𝗶𝗻𝗴𝗲𝗿𝘀; 𝗶𝘁’𝘀 𝗮𝗯𝗼𝘂𝘁 𝗵𝗲𝗹𝗽𝗶𝗻𝗴 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝘀𝘂𝗰𝗰𝗲𝗲𝗱 𝘀𝗼 𝘁𝗵𝗲𝗶𝗿 𝘁𝗲𝗮𝗺𝘀 𝗰𝗮𝗻 𝘁𝗵𝗿𝗶𝘃𝗲. When organizations build systems that support continuous learning and accountability, they create cultures where great people want to stay, and leaders have the tools they need to bring out the best in their teams. Leadership without feedback isn’t leadership → 𝗶𝘁’𝘀 𝗮𝘂𝘁𝗵𝗼𝗿𝗶𝘁𝘆. If we want high-performing cultures, we need 𝗵𝗶𝗴𝗵-𝗮𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽. #leadership #culture #wellbeing #PeopleFirst #PsychologicalSafety #HighPerformanceCulture #EmployeeExperience #LeadershipGrowth #CultureTransformation #EmployeeSuccess #BetterLeadership Save it ✅ Repost ♻️ for your network   ➕ Follow Zeni Siu, PhD(c), MBA, for actionable strategies and business content. Let's connect!   © 2025 Zeni Siu. All rights reserved. 

Most 360° feedback fails to bring any progress, not because people lie. But because the system is designed to protect comfort over growth. I’ve seen it too many times A leader gets a glowing report:  “Good with people.”  “Should improve communication.” Safe. Vague. Useless. And when they ask, “But in what way? With whom? In which situations” They’re met with silence. If you want the feedback to bring leadership growth, here’s what I’ve seen works- 1. Anchor it in real moments Not “needs to be more strategic,”  Say “struggled to align teams during Q2 planning.” 2. Use behavior-based questions  Let people choose what they actually observed, not rate vague traits. 3. Connect it to real development plans At myDayOne, we help leaders connect insights directly to a growth plan with coaching, nudges, and follow-through. 4. Make it ongoing and not once a year.  Because leadership isn’t built in review cycles, it’s built in real moments. The best feedback isn’t about pointing out flaws. It’s about offering direction with care, context, and courage. PS: What's one piece of feedback that shaped your leadership the most?

360-degree feedback... when used well, it can open doors to genuine growth BUT when used poorly, it can do more harm than good. I've seen both sides. I’m using 360s in my coaching programmes but I have a few rules now that I didn’t have when I started out: 👉 I’ll only administer a 360 to someone who has already been through coaching and worked on their self-awareness first.( Preferably through my 6 month starter programme). 👉 Very clear instruction and rationale must be provided to every person who is asked to fill in a 360 ( I work with HR/Managers to achieve this). 👉 360 degree assessment results must be accompanied by a minimum of 3 coaching sessions over 3 months ( Goals and priority leadership development areas are identified and worked on as part of this). ..... Without that foundation, feedback can feel threatening instead of constructive. But with it, leaders are open to learning and genuinely able to use the insights to improve. They are also a way to measure impact and improvement in leader development efforts. .... What are your thoughts on 360's? Do you find them useful? Or stressful? Leave your thoughts below 🙏😊 Image source: https://lnkd.in/eZYNcnsF

Growth Through Feedback Most 360-degree feedback processes are an administrative exercise that damages morale more than it builds skill. Here’s how to flip the script. Think of a true 360 not as a report, but as a 𝐆𝐫𝐨𝐰𝐭𝐡 𝐅𝐥𝐲𝐰𝐡𝐞𝐞𝐥. A system where feedback isn't a one-time event, but a continuous source of momentum. Each piece of honest input adds energy, turning insight into action, and action into accelerated growth. It’s momentum that multiplies every time you touch it. 𝐁𝐮𝐢𝐥𝐝𝐢𝐧𝐠 𝐘𝐨𝐮𝐫 𝐅𝐥𝐲𝐰𝐡𝐞𝐞𝐥 1. 𝐒𝐞𝐞𝐤 𝐂𝐥𝐚𝐫𝐢𝐭𝐲, 𝐍𝐨𝐭 𝐉𝐮𝐬𝐭 𝐂𝐫𝐢𝐭𝐢𝐜𝐢𝐬𝐦. • 𝐏𝐫𝐨𝐛𝐥𝐞𝐦: "Be a better leader" is useless. • 𝐓𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐒𝐮𝐠𝐠𝐞𝐬𝐭𝐢𝐨𝐧: Ask raters: "In Tuesday's meeting, what one thing could I have done differently for a better outcome?" • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐁𝐞𝐧𝐞𝐟𝐢𝐭: You get a clear blueprint, not confusion. 2. 𝐂𝐮𝐫𝐚𝐭𝐞 𝐘𝐨𝐮𝐫 𝐅𝐞𝐞𝐝𝐛𝐚𝐜𝐤 𝐂𝐢𝐫𝐜𝐥𝐞 𝐰𝐢𝐭𝐡 𝐈𝐧𝐭𝐞𝐧𝐭𝐢𝐨𝐧. • 𝐏𝐫𝐨𝐛𝐥𝐞𝐦: Generic raters give generic feedback. • 𝐓𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐒𝐮𝐠𝐠𝐞𝐬𝐭𝐢𝐨𝐧: Intentionally include a peer, a junior team member, and a challenging stakeholder. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐁𝐞𝐧𝐞𝐟𝐢𝐭: You get a true 3D view of your impact. 3. 𝐌𝐢𝐧𝐞 𝐟𝐨𝐫 𝐭𝐡𝐞 "𝐎𝐧𝐞 𝐆𝐨𝐥𝐝𝐞𝐧 𝐍𝐮𝐠𝐠𝐞𝐭." • 𝐏𝐫𝐨𝐛𝐥𝐞𝐦: Data overload leads to paralysis. • 𝐓𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐒𝐮𝐠𝐠𝐞𝐬𝐭𝐢𝐨𝐧: Look for the single, recurring theme that would create the biggest positive change. • 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐁𝐞𝐧𝐞𝐟𝐢𝐭: Shifts you from defensiveness to empowered action. You are not just a recipient of feedback. You are the 𝐚𝐫𝐜𝐡𝐢𝐭𝐞𝐜𝐭 𝐨𝐟 𝐲𝐨𝐮𝐫 𝐨𝐰𝐧 𝐠𝐫𝐨𝐰𝐭𝐡. This process isn't about being judged by your peers; it's about strategically leveraging the perspectives around you to build the leader you know you can be. You're moving from a passive participant to an active creator of your trajectory. What’s the single biggest hurdle that has kept you from getting real value from 360 feedback? Is it the fear, the vagueness, or something else? Comment down below! 𝐑𝐞𝐩𝐨𝐬𝐭 to help your network. 𝐅𝐨𝐥𝐥𝐨𝐰 Diane for more. #LeadershipDevelopment #ExecutiveCoaching #PerformanceManagement #CareerGrowth #360Feedback

360-degree feedback alone does not improve leadership effectiveness. Meaningful change will only happen if you engage directly with your colleagues to learn more about what you could do better. How do you have these conversations? Start by expressing gratitude to feedback providers. Ensure you move beyond your assumptions and approach them with curiosity. Then engage in candid conversation, sharing your takeaways, asking questions that prompt explanation not justification, focusing on impact not intent, listening without committing, and avoiding defensiveness. Finally, maintain an ongoing dialogue about the actions you intend to take and your progress.