Transforming your 360-degree feedback into action

Turn your 360-degree feedback results into applied value for your staff by asking them for advice on how to improve your leadership style.

Marshall Goldsmith

If you are a leader who has recently received feedback from your surroundings at work, and then discussed the findings with your coach, you might be wondering how to move on. You can transform recently gained insight into how your surroundings interpret your leadership by involving your employees.

Enable employees to develop you

Do a follow-up with your employees after the completion of the 360-degree feedbac process has ended. Ask them to suggest ways of improving. This will provide you with an opportunity to share how you have experienced the process, as well as air your thoughts on what you have learnt about yourself as a leader during the process. By creating an arena for dialogue, you may figure out that your surroundings will welcome your invitation to develop you.

Marshall Goldsmith, coach and contributor to Harvard Business Online, suggests the a blueprint of five guidelines so that they will enjoy helping you improving your leadership skills. Goldsmith’s advice is to do this in order to create goodwill and trust among your employees:

  1. Thank your employees for providing you with feedback
  2. Review your strengths: express how you appreciate them being honest with you
  3. Openly discuss desired areas of improvement
  4. Solicit ideas for the future
  5. Make realistic commitments (do not miss out on this one!)
  6. Ask for their continued support

Read the whole story as presented by Marshall Goldsmith.

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Transforming your 360-degree feedback into action

3 thoughts on “Transforming your 360-degree feedback into action

  1. Marshal’s article and the 5 guidelines are excellent. I also believe that part of the challenge many managers face, when implementing behavioural development goals driven out from their 360 Degree Feedback
    process is – how will they change peoples ingrained perceptions of them? – Involving your feedback responders in the process as Marshal describes will also have the added benefits of raising their awareness to your desire to change and engage them in the process.

  2. Being able to change is the most important part of 360 degree feedback, if as a leader you are resistant to change you will find it difficult to keep up with the evolution of 360 feedback and the feedback it provides.

  3. I did 360 degree feedback system when I was a young, individual contributor with my first company and found that they gave me some good insights into how others perceive me and my efforts. My current company does not have a formal program at my level, but I am thinking about just asking some of my direct reports, peers, and manager-level people to do a 360 degree feedback.

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