What are the best practices for giving feedback in a 360-degree process?

Professor Mintzberg wrote the book HELP which did put focus on the receiver also, HELP to ask for and receive is a hard discipline as giving 360-degree feedback

In my experience, most people do not know how to give honest/ constructive feedback. Feedback comments are either too positive (and lack reality) or too negative (in reaction to recent interactions). In my experience, the person initiating the feedback should give some guidelines at the start to all responders so that they can keep their biases at bay and focus purely on sharing objective feedback. Defining the 'Why' behind the feedback collection activity as well as 'HOW' the feedback be used also allows the responders to get comfortable and honest in sharing their comments. Another aspect that I have found quite useful is to define the time duration for which you are collecting feedback such as for the last 6, 10 or 12 months

It starts with a well designed, structured process that includes governance and communication about the 360 process to feedback providers and participants. A poorly designed and executed 360 process is a great way to negatively impact an organizational culture and inhibit feedback exchange. Providing resources to orient and train feedback providers to the "why" of the process and "how" to offer constructive and positive feedback is important as others have identified. It's also essential to prepare leaders on how to receive and process their feedback. We strongly encourage leaders to share their learnings through the process with their teams so feedback providers can see what has been understood by the leader receiving the feedback.

Before the actual feedback session, it is important to ask the individual to carry out a self-assessment. Then, during the feedback discussion, compare these notes to see where perceptions match or differ.

It's important to emphasize effective feedback isn’t always about balance. Feedback should be intentional, strategic and valuable. Sometimes it's beneficial to lean into the positive, amplifying strengths, which can be profoundly motivating and confidence-building for leaders. Other times, focusing on areas requiring improvement might be crucial for preventing future mishaps or fostering essential development. It's vital to consider the context, the individual’s needs, and the desired outcome when crafting feedback. The principle of specificity still stands strong; being precise and relevant in your observations makes feedback actionable and meaningful. It's about being effective and fostering growth and improvement in leadership.

It is very important to give employee proper training and understanding of the purpose of 360 feedback. It should not be consider as tool to take out your frustration for a manager or give negative feedback without any proper basis. That’s doesn’t means that the employee should give positive feedback only. There should always be constructive feedback with specific example to help leader to improve in those scenarios. As the leader are working hard to bring improvements in their team members, it is right tool to give back that favour to the leader.

The details from the feedback should not be a surprise for anyone. It should serve as a retrospective of the previous year identifying areas for improvement and establishing a plan.

Feedback needs to be timely, focused and objective with supporting examples. Waiting too long to provide feedback or being general are not effective ways to provide meaningful feedback.

When providing employees with feedback it’s best to be constructive, yet this can be a difficult thing to do when “perspectives” vary on what is constructive feedback. Before we can provide “constructive feedback” we must define “constructive.” To do that, we first need to clarify our expectations, and to have clear expectations we need effective performance management tools that are generalized across the organization and understood by all employees. I find most employees know where they have performance gaps, and would welcome the opportunity to improve if given the opportunity to develop additional skills. My managers often share they need more tools in managing direct reports. Namely in conducting conversational reviews with employees.

From my perspective, feedback should not be personal and the discussions should be based on actions not individuals. Another thing that I like is to come up with examples and discuss based on those situations.

My Perspective: • Feedback Is a Suggestion • Feedback Is a Recommendation • Feedback is an Inspiration To Alter A Behavior possibly Holding One Back From True Success • Done Right A True Thank You 🙏 Will Follow • Priceless

I think constructive language is so important to ensure the appropriate tone and dialect are being used. Respect should always remain at the forefront of our minds when giving or receiving feedback.

Indeed, we are not criticizing the person but a specific behavior that can be damaging to the individual, team or even the organization.

Definitely a very important aspect of 360 feedback to focus on behaviors and not on traits or intentions. The feedback should be supported by proper example and weaknesses which you feel should be improved in the leader.

A Good Listener: • Doesn’t Talk • Be An Intensive Listener! • When You Speak Ask Open ended Questions • It Will Lead To The Person Stating How They Will Solve The Problem They Have! • A Win 🥇 Win 🥇 For Both! • Priceless

Focus on the behaviors and what influenced the behaviors, not the person. "Joe's lazy." vs. "When you do x and y, people may interpret your intent as apathetic or even lazy."

For sure, feedback is a two-way conversation, and we should eliminate any doubt by asking additional questions for clarification. However, we should also foster a mentality that in some circumstances the people involved in the discussion may not be aligned and may see things differently.

True effective dialog comes when it's not a point in time. The best 360 feedback comes as you go through your day to day work and discussions with others. By building a strong rapport with those you are providing 360 feedback to you are both empowered to share and receive constructive feedback.

It is important that the feedback (given and received) is provided a process for execution so that expectations can be established and effective outcomes achieved. Discussion alone is of little benefit. However, interactive discussion, along with mutual understanding and a reliable process for execution and support to achieve desired outcomes can make the 360 process more effective for all involved.

I advise clients that their results likely will fall into 3 categories: those they agree with, some they don’t fully agree with, and those that puzzle them. The next step is to choose a few key results and debrief with feedback givers. That dialogue both facilitates better understanding and signals the receiver is serious about putting the feedback to work.

Consider the degree to which providing and hearing feedback is part of the organization's culture and ways of working. Is your conversation likely to be the first time they have heard this feedback? The answer to that question ought to significantly shape your approach.

Establish trust before giving any kind of feedback. Without trust people are not open either to give or to receive any kind of feedback. This is the main reason why most feedback practices fail. Trust is the foundation of the open communication and it starts with vulnerability and openness from both givers and receivers of feedback. It doesn’t matter whether you get the same feedback from 10 or 1 person as long as you do not feel safe and open. Working on trust requires guts to be open and vulnerable and then natural feedback occurs regularly and leads to results.

360s are most effective when feedback is generated in conversations not surveys. Surveys can identify issues and provide a layer of anonymity, but the biggest most enlightening feedback is done when you can ask detailed follow up questions about specific behaviors.

I have a hard and fast rule with 360s. I never put something in a 360 that I have not shared with them in person. That's cowardly. Give constructive and honest feedback, in person, throughout the year. When 360s come around, there are no surprises.

Employers should have a briefing session on the scope and extent of 360. This sets expectations and gives clarity on the process and purpose. Thereafter, employers should map it with the KRAs and give a complete feedback to the employees. This will leave no room for ambiguity.