If you are lucky enough to receive a 360-degree feedback survey to help you grow in your effectiveness within an organization, it’s vitally important that you do something with the results.
Constructive feedback from peers, direct reports, and bosses enable you to confirm and capitalize on your strengths and to neutralize your weaknesses in order to become a more effective leader. When taken seriously, this feedback can be especially instructive and help you reach your potential.
All too often, however, the data collected is read and then promptly put away in a file cabinet where it’s forgotten. This contributes to what is often viewed as a waste in leadership development programs.
A 2012 Study found that American companies spend almost $14 billion annually on leadership development. Much of this is wasted because there is too much attention spent on gathering data or delivering information (e.g., classroom settings) and not nearly enough in planning and executing continuous improvement and accountability.
Critics may say 360 feedback surveys are not objective and therefore may not be reliable. While it’s true that the responses are subjective to the person doing the scoring, this doesn’t mean the results are not relevant or reliable. When 15 to 20 of your colleagues agree that you have a difficult time delegating, these subjective opinions are, in fact, a valid indicator of your workplace behavior.
The data collected can sometimes turn out to be contradictory, but this too can be instructive. If, for example, your direct reports all agree you are stellar at influencing and persuading, but your CEO says otherwise, it doesn’t mean you should discount the CEO’s perspective. It means that when presenting in front of the CEO you may not be as confident, comfortable or effective as when you’re presenting to your staff.
Ideally, all of your colleagues and direct reports would voice their perspective on your strengths and weaker areas in a direct and constructive manner. But we don’t live and work in this ideal world. The survey can often be a useful way to begin a conversation.
The information you receive in results of a 360 survey can often confirm what you already know and, more importantly, contradict or surprise what you thought you knew. This should be taken and used instructively to help you to grow. Constructive feedback is not always easy to hear and often requires a coach or manager to help you develop a plan for your learning as well as hold you accountable to it.
In my experience analyzing and delivering feedback from such surveys, most of my clients find the information accurate or at least can find a kernel of truth in the responses they receive. In this way, the individual is often able to see and accept what may have previously been a blind spot for them.
In many cases, the client seeing a behavioral attribute rated particularly low by so many colleagues can help motivate him or her to make changes. This is where the guidance of a coach or manager can be especially useful in helping to navigate a successful path to growth.
The most effective process to build on the feedback is to 1) Create goals specifically around weaker areas; 2) Develop a plan for how to accomplish such goals; 3) Have someone hold you accountable for achieving the goals.
- SMART Goals By taking the low scoring areas and building SMART (Specific, Measurable, Achievable, Realistic and Time-bound) goals around them, the individual has something to work on. Writing this down and keeping it front and center keeps it actionable.
- Development Plan Once the goals are written, the next important step is to develop a plan for how to go about achieving them. Such a plan should document the necessary resources, knowledge and skills, mindsets, settings in which to practice new behaviors, and the specific individuals you will rely on for support and review.
- Accountability Few of us are disciplined enough to achieve such behavioral goals without another person holding us accountable. This is where the person’s manager (Chairman of the board in the case of a CEO) comes in. By being completely transparent with a Development Plan, the person’s boss can then encourage, support, direct and, most importantly, hold the individual accountable for the achievement of such goals.
Like any leadership development program, a 360-feedback survey is only helpful when it is combined with follow-up action. And the best way to learn anything new is not simply by reading, but by putting into action what has been learned. This can be especially challenging with regard to behavioral skills and therefore requires the three steps highlighted above.
Know thyself by taking the 360 feedback as a measure of where you are perceived to be today. Then take the appropriate steps to move this learning into actionable steps to implement behavioral changes necessary to become a better leader.