360 degree feedback - advice to line managers

8/3/2019 360 Degree Feedback - Advice to Line Managers

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360 degree feedback:facilitation advice for line managersThis is an illustrative briefing pack for line managers preparingto run feedback sessions for their teams using TPMGsorbitPLUS.

Clients are invited to customize this for their own briefings. It

may include options that as a client you will not be using but areincluded here for completeness.

There are separate files for HR and system managers, which covers progressand management reports and for general briefing for all participants. See alsoTPMGs white paper 360 Degree Feedback Facilitating Feedback

It is structured in 4 parts:360 feedback360 feedback resultsInterpreting the reportCoaching & facilitation


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360 feedback

Why 360 feedback?improving performance begins wit h self-awareness360 is a powerful tool in raising an individuals awareness of t heir strengt hs and weaknesses and t heir impact on ot hers reinforcesstrengt hs builds self esteem

it prompts questions suc h as: do I continue doing t his, stop doingthis, tr y new wa ysits the best wa y to see t he individuals full contribution and t heir development needsfeedback ma y be perceptions but perceptions matter - t he y influence how colleagues be have towards t he individual, e.g.

if someone is generall y seen not to listen and not to act onideas from colleagues, it is likel y that t hose ideas will dr y up or be c hannelled elsew here


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360 feedback

360 t he benefitsa fuller and more accurate picture of t he individualsperformance in t he roundimproved or c hanged be haviours/performance in t helight of t he feedback

better communicationincreased recognition (b y individuals and t heorganization generall y) of t he significance of relations hip skills moving towards greater trust and

opennesscontribution to a culture s hift (usuall y prompted b y thetop team initiating a feedback process for t hemselves )


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360 feedback

P erception matters!

perceptions are real because t heir consequences are realwe are viewed not b y what we are, but b y how people

perceive us to be not b y what we sa y, but b y what people hear

not b y what we do, but how we appear to do it


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360 feedback

T ips for giving feedbackStart with the positive : I reall y appreciate how you make time tolisten to staff concernsB e specific - the wa y you handled t hat situation was reall y helpfulF ocus on behaviour which can be changed : it would help me if you gave me a one page summar y of your reports, wit h ke y recommendations and actionsO ffer alternatives : it mig ht have helped to put X at her ease if youhad spoken to her first before t he team meetingD escribe rather than judge or evaluate (you often appear to get toa conclusion, before I have full y described m y proposal not you area poor listener )O wn the feedback : It seems to me t hat ... is less judgementalabout a person t han You are... and recognise w hat t he feedbacksa ys about y ou


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R esults: summary chart

showing scores at cluster levelas chart and table.

360 feedback results


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R esults: top 5 and bottom 5 items

for the individual, according toaverage scores from respondents.



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R esults:list of significant differencesbetween Self and Line Managersperceptions;

and

list of significant differencesbetween Importance &Performance.



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R esults: summarychart showing gapsbetween Importanceand Performances atcluster level as chartand table.



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R esults: comparing theindividuals scores with the rangeof scores from others in thegroup.



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R esults: detailed results at

statement level.



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R esults: detailed results at

statement level.

Comments for each Competencyshown at end of section. Mayshow some merger of commentsfrom small respondent groups.



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R esults: final comments grouped byrespondent category.



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R esults: final comments grouped byrespondent category.



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R esults: List of peopleinvited to give feedback



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Interpreting the report

O pening questionsread the advice on the front pageopening questions: overall: is t his a picture of yourself in t he round t hat you

recognise? w hat are you pleased to see?

w hich specific results indicate t hat you ma y have:particular strengt hs to build on and use more widel yparticular development needs

w hat concrete examples have been provided in t he feedback?what do you make of t hem?

an y surprises t hat you need to dig into? how does t his picture square wit h other data t hat you have

about yourself (e.g. from ot her development programmes )


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Interpreting the report

F ollow up questionsquestions (cont. ) w hat are t he 2 or 3 t hings you are (most ) concerned about? w hat

is t he data sa ying about t hose? how do you t hink you mig ht address t hem? w hat actions will have t he most impact on t hem? how will t hat help your capabilit y and performance in t he team? w ho do you need support from in taking forward t hese actions?closing questions looking a year a head, sa y, how would you like to see t he pattern

of that c hart c hange? how will t hat help your overall performance?

w hat are you going to sa y back to t he providers of your feedbackto indicate w hat you have taken from t he exercise and w hat youare going to do about it?


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Coaching & facilitation

P rinciples of coac hingaim is alwa ys to improve performancebelief t hat t he subjects potential is greater t han current performancelearning is essential to improving performancein order to learn people need to be aware focus attentiona coac h is not a teac her but coac hing can combine specialist know- howto help t he subject to find own solutionscoac hing is essential because new organizational structures and workingst yles require: far more trust, s haring of responsibilit y & delegating of action far less micro management and face-to-face direction


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C oac hingskills

Telling

Instructing

Advising

Guiding

Giving F eedback

Making Suggestions

Asking questionsthat raise awareness

Summarising

P arap hrasing

Reflecting

Listening

to understand

Solving someonesproblem

for them

Helpingsomeone

solve t heir ownproblem

from M yles Downe y

D irective

Non- D irective


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Your role as 360 facilitator meeting to last 1-2 hoursexplain your role (e.g. your Researc h Assistant tohelp you get t he most value from your feedback )introduce and explain t he format not the content of t hereport 5 minutes answer an y questions about how t he report is structured etc. ask t he individual to read it do not discuss t he content until

the y (like you ) have had time to digest it (usuall y takes 20-30minutes to read suggest w here possible you sit outside andawait t heir call )

discuss t he individuals conclusions from t he reportand discuss development plan.treat t he meeting as a coaching session using your coac hing skills


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C oac hing tips : ask t he rig ht questionsopen : to open up t he discussion

to gat her information w hat has pleased you most about t hisfeedback?to assess feelings w hat do you feel about tr ying out t hat idea?to drill down w hat makes you feel it will be difficult?

clarifying : to review, c heck understandingwhat was happening in t hat meeting, w hat were colleagues doingand sa ying

probing : explore in detailmig ht you have expected fewer problems coming t hroug h from t hat

department, w hat mig ht explain t he increase?closed : to direct and close down t he discussion

to clarif y or confirm is it t he case t hat?to gain commitment are we agreed t hen.?


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Wh at a Star !

the c hallenge of t he high performersstars set t heir own high standards items t hat mig ht seem marginall y below t heir high par ma y be

significant to t hem

stars like and need feedback an y discussion is likel y to be focussed and productive, wit h gains

for t he individual and colleagues

stars make ideal mentors likel y to be a benefit bot h to t hem and t hose being mentored

stars s how t he wa y the y can provide powerful role models and roads to improvement

for ot hers


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F eedback : avoidance!D enial: its not my fault the questions dont appl y to

my role the y dont work wit h me

enoug h to know I am w hat I am no time to talk about t his now

Attack the question, theprocess or the respondents I dont get on wit h these

people must be a mistake here

the questionnaire was toolong/s hort

w hat will HR t hink of next? Ive been stitc hed up

R ationalise: explaining the feedback awayI knew t his all alongmy respondents interpreted t his question differentl ythe reason for t his score is...OK , but t here is not hing I can do about it because...


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T raps for t he coac h to avoid - 1identif ying wit h or defending t he instrument it is their reportdefending t he data it is their datadirecting rat her t han prompting the interpretation of t hedatafeeling you have to have t he answerstelling the subject w hat to doundue or premature interruptionfeeling you have to fill t he silence people will bethinking


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T raps for t he coac h to avoid -2talking in generalities in action planning focus onspecifics e.g.

not improve delegation skills but e.g.agree wit h staff clear performance standards for tasks, agree t he

qualit y measures and a picture of w hat success will look like; askstaff to summarise w hat t he y plan to do, to c heck for understanding.

arguing to win or give an answer to ever y objectionover-use of t he w hy question (invokes reasons,

justifications and excuses ) use w hat (builds awareness ) not why do you t hink t he y sa y that instead w hat is happening in t hose circumstances w hat are t he y

doing/sa ying, w hat are you doing/sa ying? w hat are t he y tellingyou?


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Development optionsRole enric hmentRole enlargementC oac hing in t he role

Benc hmarkingTeam assignmentsP rojectsRole rotationT ransfer

Acting up Understud y

C oac h others

Mentor ot hers Networking

C ommunit y workSecondmentsSelf stud yP rofessional developmentRole pla yTeam buildingSkills trainingSeminars/conferencesDevelopment centres

F ocus on prioritiesthe Domino effect if we improve onthose t he rest will fall into placelong lists are unlikel y to work and, wit h theDomino effect, s hould not be needed


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Managing t he process: t he basicslocation private room, not overlooked, awa y fromdistractions, mobile p hones off etc.time usuall y 1-2 hoursseating arrangement sit at rig ht angles (not opposite )put at ease put t hem centre stage their data, their plan, their opportunit yexplaining your role e.g. researc h assistant to helpyou get t he most value from t he data and a sounding

board to help you reflect on w hat it means and w hat youplan to doreading t he report let t he subject read it in peacebefore discussing


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Facilitators c hecklist - 1have I prepared properl y?have I explained t he purpose of t he feedback?have I explained m y role w hat I aim to do and not do?

have I explained t he purpose of t he session?have I agreed a timescale?did I t hink about how to start t he session?did I ensure t he subject took responsibilit y for t heir ownfeedback?


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Facilitators c hecklist -2how well did I focus on detail rat her t han generalities?how well did I focus on priorit y areas?did I help subjects in gaining clarification from ot hers?how well did I handle an y conflict?how well did I deal wit h feedback avoidance?how well did I help participants convert needs into actionplans and development plans?did I know w hen to stop?

360 degree feedback - advice to line managers

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