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360° Feedback can be a very effective tool for executive development. But the degree of effectiveness is influenced by whether the executive is open to feedback, the feedback measures pertinent competencies, and that the participants are honest in their evaluation of the executive.

It is called 360˚ feedback because it includes feedback from those who interact with the executive at all levels in the organization- peers, direct reports and managers. It is most helpful when used by the executive to enhance their job performance, and when participants provide honest feedback that is concrete and demonstrates specific examples of behavior. Some issues that affect accuracy are what is called the “halo” effect, when a participant rates the executive positively in all areas, instead of critically looking at the different factors and rating them according to strengths and where there may be areas for improvement. In general, feedback from peers tends to be more strict, and may skew some results. The best 360° incorporates quantitative as well as qualitative feedback. My clients tell me that it is the comments, the qualitative feedback, that is the most helpful to them. But it can also be the most painful to read. The feedback should be interpreted by the administrator in an empathetic manner that pulls together the information in a way that it can be used to create a development plan. Feedback is anonymous, yet sometimes the person evaluated can determine the source of a comment.

Sometimes people have blind spots – areas of perception by others that they do not see themselves. Perception is reality is many cases. For examples, a direct report rates their manager low on “develop his employees”. When the manager sees that rating, he may react with astonishment and perhaps even anger. He remembers that he sent that person to a conference two years ago. But perhaps he has done nothing since, and his employee is eager to develop his career. This is an opportunity for a manager to take a step back, and attempt to “put himself in the shoes of the employees” that he manages. By doing so, it sets the agenda for conversations that build stronger relationship with his employees.