360-degree Feedback

Best Practices
A Definitive Guide to Using
360-degree Feedback
360-degree feedback best practices

We’ve been conducting 360-degree feedback surveys and

coaching on the results for a long time—since 1996, to be
exact. During this time we’ve figured out the best methods for
using 360 surveys to get the biggest bang for your buck while
avoiding the most common pitfalls.

This white paper provides start-to-finish advice for

organizations that are looking to implement the process as well
as those that have conducted 360 surveys for many years.
The information is organized based on 12 of the most common
questions asked by our clients:

1. How does 360-degree feedback benefit a leader?

2. What should be measured?
3. How do you evaluate leadership derailers?
4. Which rating scale works best?
5. What is the best way to collect qualitative data?
6. How should raters be selected?
7. Do I need to take my own 360 survey?
8. How do raters provide helpful feedback?
9. How can the feedback process be kept confidential?
10. Who should see the 360 feedback report?
11. What is the most effective coaching process?
12. What is the best way to follow up with raters?
How does 360-degree feedback benefit a leader?

Some leaders question the idea of conducting a formal 360-

degree feedback process. They might say, “If I want feedback
from others, why wouldn’t I just ask them? The problem is that
most leaders don’t ask for feedback that they need; if they did,
people would not be as candid or comprehensive in their
feedback as they can by using a 360 survey. Multi-rater
assessments provide a safe way for others to provide open
and honest feedback across a broad spectrum of leadership
competencies and behaviors. They reduce the emotional and
political barriers that people feel to provide constructive
information to a boss or peer.

Sometimes the fear of the unknown intimidates people who

want to begin the process. They ask, “What if people use the
360-feedback process to get back at me?” The truth is, people
do not use the feedback process maliciously. On the contrary,
they understand that by providing feedback they are investing
in the leader’s development and are more willing to provide
support.
What should be measured?

Well-structured 360 surveys are best used to measure against

specific leadership competencies and behaviors that are
critical to an individual’s success (or failure). Most surveys
include 8-12 competency areas that include a total of 60-80
specific behavior statements to rate.

We also recommend using a short section to evaluate

leadership derailers, which are negative behaviors that are
detrimental to leadership success. Read through the survey
items to make sure they are relevant to the leaders in your
organization.

That said, organizations often arrive at an interesting

crossroads: the decision to use a standard 360 survey or to
customize a survey based on the organization’s specific
leadership competencies.

• Custom 360 surveys are recommended for

organizations that already have leadership
competencies in place and want to provide feedback
to all leaders in the organization. Multiple versions of
the 360 survey can be developed for different levels
of leaders (executives to team leaders). This option
will cost more, but it will provide a relevant tool that
can be used for years to come.

• Standard 360 surveys are great because they have

been tested and validated, provide benchmark
comparisons, and typically measure a broad range of
leadership competencies. Because they don’t require
a customization fee, a standard survey is a good
option for small groups or for organizations with no
formal competency model in place.
What about leadership derailers?

A derailer is a behavior that gets in the way of optimal results.

A derailer is not just a weakness. We all have many
weaknesses that we may not need to develop to succeed. A
derailer is a weakness that requires improvement if we are to
realize our full potential. Some examples of leadership
derailers include the following:

• Not a team player: Selfish; places personal agenda

before the good of the team.

• Not trusted: Violates or compromises the trust of

others; has difficulty gaining the trust of others.

• Micromanager: Overly controlling; does not

empower others with the freedom and latitude to do
their best work.

We recommend using a set of 10-12 derailers as a separate

section of the survey because the statements are negatively
worded and the rating scale is different. The derailer section
helps to identify bad behaviors that may not appear in the
other competency areas. It also helps to identify patterns in
the feedback. For example, if leaders show an inclination to
micromanage or towards perfectionism, they tend to also
score high on results orientation or planning and organization.
Which rating scale works best?

We recommend using a seven-point Likert rating scale on 360-

degree feedback surveys. Why? Because a seven-point scale
provides a wider range of responses, making it easier to see
gaps in perception between rater groups.

What is the best way to collect qualitative data?

We recommend using two or three open-ended questions at

the end of the survey to gather comments. Since each open-
ended question adds another two minutes to the survey’s
completion time, more than three tends to lead to rater fatigue
and survey abandonment.

We’ve found that two or three open-ended questions still

provide abundant feedback and help provide clarification to the
quantitative responses. Here are two questions that we like to
use:

1. Describe this person’s greatest strengths as a leader.

2. Describe specific things this person could do to
become a more effective leader.
How should raters be selected?

We recommend that the participant (the one receiving the

feedback) be involved in deciding who will be asked to take the
survey. This allows the person to feel more invested in the
process and accepting of the results. Ideally, the participant
meets with his or her manager to come up with a list of raters
with the manager providing final approval. If the participant is
not involved when selecting raters, they are more likely to
discount the results of the survey.

We recommend selecting between 8 and 15 raters, with a

minimum of 3 in each rater group. Rater groups typically
include the following:

• Direct manager (boss)

• Self
• Direct reports
• Peers
• Other

Be sure to include all direct reports, even if this is a large

group. This way, no one feels excluded from the process.
Do I need to take my own 360 survey?

Yes, please! Unless you take your own survey, you can’t
compare your self-perceptions to those of others. Seeing
discrepancies between how your supervisors, peers, and direct
reports see you versus how you see yourself it he most eye-
opening and developmental aspect of 360-degree feedback.

How do raters provide helpful feedback?

Raters (those providing feedback) should always receive some

instruction on how to give good feedback. This helps to ease
any concerns about the process and ensure that the feedback
is constructive and helpful for the participant. Feedback should
be relevant and actionable. When preparing raters to provide
feedback, ask them to do the following:

• Be respectful
• Speak for themselves
• Answer only the questions being asked

Also make clear that their responses are confidential and are
averaged together as a group. No individual scores will be
shown on the report except for those provided by the manager
and the participant.
How can the feedback process be kept confidential?

Confidentiality is the most important part of the 360-degree

feedback process. In order to collect honest and candid
feedback, raters need to be assured that their feedback will be
kept anonymous. Here are the best ways to maintain
confidentiality:

• Set expectations: Communicate about the process,

who will participate, and who will see the results.

• Outsource the process: If you run the 360 process

internally using an online software tool, employees
are more likely to believe that their responses can be
seen by HR or their manager.

• Select enough raters: Make sure that you have

enough raters in each rater group to provide an
aggregate score. We recommend at least two
responses per rater group to show results. That
means each group should have at least three raters,
in case one person does not respond.
Who should see the 360 feedback report (besides the
participant)?

If you are using 360-degree feedback in your organization for

the first time, we recommend that the individual report be
provided to only the participant and a coach (internal or
external). This will help quall any fears about confidentiality
and the results being used in a punitive way.

To ensure accountability, set expectations that the participant

will need to talk with his or her boss about the action plan that
they will create as a result of the process. In future years,
inform everyone involved if you will share the individual report
with the boss or others in HR.

What is the most effective coaching process?

We can’t stress the importance of coaching on 360 feedback

enough. Our research shows that 94 percent of those that
receive coaching and set goals feel that the feedback process
is effective. Conversely, only 34 percent feel the process is
effective if they don’t receive any coaching.

Ideally, the participant should meet for about 90 minutes with

an internal or external coach to review the results and create a
personal action plan. This ensures that the feedback is
interpreted correctly and the participant has an accountability
partner with whom to discuss ideas. This coach can help the
person process emotions and gain clarity on how they are
perceived by others.
What is the best way to follow up with raters?

When others give feedback using a 360-degree survey, they

become involved in the participant’s process of improvement.
They invest time, energy, and thought into the feedback they
provide. That’s why it is important for the participant to thank
raters for their feedback, acknowledge what is working and
what is not working, and ask for their help in reaching
development goals.

Raters are more likely to continue to support the person’s

development when they are personally asked to participate,
they see that the person acts on their feedback, and the person
follows through with them afterwards on his or her
commitments.

Final thoughts

Honest and reliable feedback is necessary to test one’s own

perceptions, recognize previously unseen strengths, and
become aware of blind spots in one’s self-perceptions. This
new self-awareness acts as a catalyst to promote personal
development and change. The outcome of the process is to
create a personal development action plan.

Bottom line, 360-degree feedback is the best way to start a

personal development journey, change habits, improve
relationships with others, and become a better leader.
 Questions about 360-degree
feedback? Contact us for a free
consultation.

+1.801.960.1400
www.decision-wise.com

Copyright © 2014 DecisionWise,

Inc. All rights reserved.