Receiving 360° feedback has a range of benefits, some of which are highlighted below. At a high level we note that the standard Thornhill questionnaires provide a well-researched and comprehensive set of leadership competencies, which are tailored for different levels of leadership in any organisation and are useful for both training programmes and setting performance goals. The report organises the feedback in a user-friendly, structured way, making it simple (for the trained eye) to pick out the key messages while also providing a wealth of detail and nuance.
However, 360° feedback processes take time, resources and careful planning. So it is good to start with clarity on why the project is being undertaken. Some options are discussed below.
1. As part of a leadership development programme for a particular group in the company. This could include:
- The senior leadership group – so they become role models for all managers.
- All managers – to improve the leadership values and competencies throughout the company.
- A specific group of people – for example, an accelerated leadership training programme for succession planning purposes.
2. To support an individual leader or manager where their manager or coach feels that the 360° feedback will help them understand and respond to particular challenges they are experiencing.
In each case 360° feedback is part of a process. It acts as a guide for participants to:
a) Assess their own competence in a wide range of leadership functions.
b) Learn how others experience them as they lead, and how different groups (such as colleagues and direct reports) may see them differently.
c) Reflect on what they learn from these ratings and how they may differ from each other.
d) Decide on one or two areas where changes in behaviour may be particularly beneficial for their leadership role in the workplace.
e) Create a Personal Development Plan and implement this plan over a period of months.
If the 360° feedback is to be used effectively for leadership development, it is essential that participants should have a competent facilitator to help them through the above steps, and particularly steps (c) through (e). This is not simple, and it doesn’t just happen. Companies should be sure that they make the human resources and the time available to guide participants through the learning and personal development process over some time. This should receive as much attention as conducting the 360° feedback project.
3. To supplement performance appraisals. Some companies use 360° feedback as part of the performance appraisal process. This can also support leadership development if all the steps mentioned above are taken. However, introducing an appraisal component introduces risks that need to be carefully managed. There is a separate article in this series on using 360° feedback for performance appraisals.
Other articles in this series will help you plan and run your 360° feedback project to best achieve the objectives that you have set.
Thornhill consultants will gladly answer any questions you may have to ensure the successful implementation of a 360° feedback process in your organisation.
For more information on Thornhill’s various products and services for all levels within your organisation, please contact us on admin@thornhill.co.za.
Written by Cedric de Beer