360 degree feedback involves gathering or comparing feedback on an individuals leadership practice, from others who are above them, alongside them and in less senior roles in their organisation (sometimes externally).
Often the process is based around a relatively straight forward questionnaire: one version (self rating) that the manager completes him / herself and another version (others ratings) that is distributed to colleagues at different levels in the organisation.
The anonymous results are then compared and differences in perceptions between the individuals self ratings and the ratings given by others is used to inform development conversations and activities. Often at the University, the process is done not by a questionnaire but by a skilled exec-level coach who telephones / meets the key colleagues and gathers the feedback face to face. The summarised feedback is then collated and shared face to face with the manager.
The manager selects their own colleagues and asks their permission to be sent questionnaires / be interviewed. Confidentiality is paramount and all feedback is themed and anonymous.
University managers have seen some astounding benefits as a result of 360 degree feedback.To find out how you could benefit from 360 degree feedback please talk to your line manager and then contact firstname.lastname@example.org.
The power of 360 degree feedback is that it offers the manager a ‘reality check’ and if done twice over a period of time can allow an individual to monitor changing perceptions over time. In an era when the emotional and relational aspects of leadership are often regarded as important self knowledge is the single most important factor in the practice of leadership.