360 degree feedback explained: how to run it well

360 degree feedback collects views on one leader from the people around them, then sets those views next to the leader's own self-rating. It is also called multi-rater or multi-source feedback. Done well, it shows a leader how their work lands with others. Done badly, it adds stress and politics.

Who gives the input

The "360" means the full circle around a person. Raters usually include peers, direct reports and the boss. Some programs also ask people outside the company, such as customers and suppliers. The leader rates themselves on the same questions.

Pick raters with care. Choose people who have worked with the leader long enough to have seen real behavior. Aim for a mix of roles, so no single view dominates. A leader should not hand-pick only friendly voices, and the manager or program owner should review the list.

Sources: Wikipedia, "360-degree feedback", en.wikipedia.org/wiki/360-degree_feedback.

Why anonymity matters

Raters speak more honestly when they know their names will not be shown. Anonymous participation has been found to give more accurate feedback. So report scores by group, such as "peers" or "direct reports," and never show a single person's answers.

Set a minimum group size before you report a group. If only one person sits in a group, fold that person into a larger group or hide the line. Keep the raw data with a small, trusted team, and tell raters up front who can see what.

Keep the survey short. Clear questions, each about one visible behavior, get better answers than a long form. Use the same rating scale for every question, and leave room for a few open comments. Give raters enough time to reply, and send one polite reminder. Tell them how long it takes, so busy people are more likely to finish.

Prepare the leader as well. Explain that the report is a snapshot of how others see them, not a grade on their worth. Agree in advance on who sees the results and what happens next. Trust built before the survey makes the answers more honest and the follow-up easier.

Sources: Wikipedia, "360-degree feedback", en.wikipedia.org/wiki/360-degree_feedback.

Development or evaluation

Decide the purpose before you send a single survey. Most organizations use 360 degree feedback to help people grow. A growing number also feed it into reviews, pay and promotion. That second use is controversial. When pay is at stake, raters may try to help or hurt a colleague instead of giving an honest view.

For most teams, the safer route is to keep it for development. The leader owns the report, and the goal is learning. If you do link it to decisions, say so clearly and use it as one input among many.

Sources: Wikipedia, "360-degree feedback"; Peiperl, M., "Getting 360-Degree Feedback Right," Harvard Business Review, January 2001, hbr.org/2001/01/getting-360-degree-feedback-right.

How to read the results

Start with the gaps, not the averages. Self-ratings tend to run higher than ratings from others, so a gap is normal. Look for the biggest differences between how you see yourself and how others see you. Then look for patterns that repeat across more than one rater group.

Read the written comments for themes, not for who said what. Do not hunt for the author of a comment. Note both strengths and blind spots. One low score from one group is a question to explore, not a verdict.

Ask a coach, mentor or trained facilitator to walk through the report with you. A second pair of eyes helps you stay calm and see the pattern.

Sources: Wikipedia, "360-degree feedback", en.wikipedia.org/wiki/360-degree_feedback.

Turn feedback into action

Pick two or three themes. More than that and nothing changes. For each one, write one small behavior you will try in the next 90 days. For example, "I will ask for each person's view before I decide in team meetings."

Then close the loop. Share a short thank-you and your top themes with the people who rated you. Tell them what you plan to change. Ask them to point it out when they see it. Check in a few months later with a short pulse survey or a quick chat.

Many executives doubt that peer appraisal is worth the time, because it can add bureaucracy and tension. Clear purpose, real anonymity and visible follow-up are what make the effort pay off.

Sources: Peiperl, M., "Getting 360-Degree Feedback Right," Harvard Business Review, January 2001 (introduction); Wikipedia, "360-degree feedback".

Sources

Peiperl, M., "Getting 360-Degree Feedback Right," Harvard Business Review, January 2001, hbr.org/2001/01/getting-360-degree-feedback-right.
"360-degree feedback," en.wikipedia.org/wiki/360-degree_feedback.

Read these as general leadership information.