In the previous blog, “360s Done Right,” I outlined my top four tips for maximizing 360s. Now, let’s consider how a leader can absorb and interpret the feedback they may receive as fuel for their growth.
Feedback Fuels Growth
Some of the most game-changing, earthshaking insights that create long-lasting impact on our leadership trajectory come from the feedback we receive—but the farther up you reach in a hierarchy, the less you will know about what others think of you. Because of power dynamics in the workplace, even with open-door policies or regular requests for feedback, you can expect to receive feedback that has been heavily filtered.
If you are fortunate enough to have a truth-teller on your leadership team who pulls you aside or calls you in to share the real scoop, that’s wonderful. Often, however, those people are also senior leaders who suffer from the same challenges in getting access to candid feedback.
Read on to learn our top tips on how to make sense of feedback in a 360-degree review and how to wade through the complex web of emotions and reactions that often arise in response.
Start with quantitative data
In the previous blog, I shared how valuable it is to begin a review of results with quantitative data. If you were fortunate enough to receive ratings, review them by theme to see your relative strengths and weaknesses; wherever possible, look at the data filtered by participant type (internal/external or direct reports/peers/board). Interpret the data yourself using the numbers before you move into comments.
Don’t confuse the messaging for the message
The comments section may include feedback that is gentle or harsh. It may be direct or veiled. You may notice typos. You may try to guess who the person was who wrote it. These are all normal responses—but they’re also distractions from the point of the exercise, which is to learn how others perceive you and to determine where you can grow and expand in your leadership.
Don’t litigate facts
You may read commentary that directly refutes your understanding of a situation. “They said I never report on XYZ. I report twice a year!” Now, whether they missed those meetings or forgot about them, communication still broke down. Refuting the series of events like you are a defendant on trial does a service to precisely no one. Instead, seek to understand why someone might have that perception. Only when you accept that their perception is their truth can you productively move ahead.
Be curious about constructive feedback
It is so tempting for leaders to have one of two reactions to constructive feedback:
- “They don’t know what they’re talking about/they don’t understand/they have it out for me” (aka defensiveness).
- “I’m so bad at XYZ,” often either followed by “I’ll muscle through and just do better” or “I’ll never be good at this” (aka self-blame).
One of these responses seeks to deflect blame and the other seeks to absorb it fully. If you are seeking to learn and grow, neither is constructive.
Instead, what is another approach we can take? Get curious. Ask questions, create hypothesis, and explore.
Get creative about actions to take
Sometimes the way to address “you aren’t doing XYZ enough” is not actually to do XYZ more. There are many ways to address a staff need. Once you move beyond any gut reaction you have from your feedback, you can get creative about the paths ahead. When I coach leaders through receiving and acting on 360-degree review feedback, there are so many possibilities that arise. Any of the following could be the most productive path:
“I will address the need” might involve the following:
- Build in process, logistical, or administrative support so you are better set up to meet demands, communicate, and follow through.
- Rescope your role to make space for the issue.
- Name it as a priority that you’re tackling and seek feedback informally at regular intervals from select individuals.
“Someone else will address the need” might involve the following:
- Find someone who can round out the leadership and fill some of the gaps.
- Rescope others’ roles on the leadership team to make space for it.
“We cannot address the need” might involve the following:
- Communicate more fully the priorities you are driving, as well as your capacity.
- Engage in conversations to clarify culture and what staff can expect from work.
Leadership Impact
What happens when a 360 is done right? It has far-reaching implications. Here is what we see with our clients on a regular basis:
- Leaders give themselves permission to get curious about feedback beyond annual review season.
- Leaders feel validated, both in how they lead and communicate with their teams.
- Leaders have a greater sense of self-awareness and greater confidence in their ability to read the room.
- Leaders use the results of 360s to think more strategically about the gaps in their knowledge or style, resulting in executive coaching, redefining roles on their senior team, and rethinking hiring needs on the team.
- Leaders can reflect on over-corrections or over-compensation for their perceived weaknesses or under-investments in their strengths.
- Leaders and all those engaged in the process can have worthwhile impact.
Planning for and conducting a 360-degree review of leadership can be quite time-consuming for the organization and its stakeholders, but the benefits can far outweigh the time spent. Make it worthwhile by investing in the process and the leader. When your team does not have the capacity or expertise, do not hesitate to call in the experts.
