A new approach to 360 feedback

Providing Feedback not Appraisal

Appraisal systems commonly give rise to apprehension because one person has to make a judgement about another as 'good' or 'bad’, ‘strong’ or ‘weak’. Peter Farey’s 360 Facilitated^®  Leader/Manager Model™, well researched and internationally established, is built to avoid this.

The Model asks for feedback on a holistic set of good practice behaviours covering the areas of Leadership and Management, in areas of both People and Task. This balances Transformational and Transactional Leadership (known more simply as Leadership and Management) at every level and promotes a language common to all. With this framework, any issue affecting teams and managers can emerge.

Over time, the process provides organisational learning and alignment, as measured by reduction in request for change, and alignment between levels.

Performance is monitored to ensure that real learning and improvement are taking place. Learning programs are tailored accurately for organisational needs.

The team-facilitated Leader/Manager Survey

In Leaderskill's Leader/Manager Surveys™, team/staff, peers (if included) and 'bosses' give anonymous feedback to the manager. The Debriefing of the manager can be in an individual session or in a workshop. Valuable as this Debriefing is, even more is gained by facilitating a session with the manager's team using a positive focused, Appreciative Inquiry (AI), approach. This process builds morale immediately and opens up communication in the group, releasing the contributions that team members want to make. The result is rapid impetus for improvement all round, leading to action planning and culture change.

A carefully designed Peer session for the managers follows this. In both these types of session, sensitive, supportive and positive facilitation focuses constructively on results. This is an action learning process in which development for manager and for team take place in the context of task improvement. It is learning-on-the-job.

The separation of learning from judgment makes the process readily acceptable, even in strongly traditional cultures. It has been used successfully in Asia, Africa and the Middle East.

Starting 360 Facilitated^® at the senior level sends an immediate message that it is OK for staff at all levels to discuss openly with their managers what they require to work at their best, and for managers to learn from their staff.

Uses for Leader/Manager Surveys™

The surveys are used in two specific ways:

1) Team Facilitation

Surveys and facilitation are used with managers, also with cross-functional teams, project teams and self-managed teams - with or without manager input.

Statistical reports presented in the form of profiles provide benchmarks.

2) Coaching and Development

For coaching, mentoring or manager development programs. Also MBA programs where managers/students can appreciate strengths, identify learning gaps, and make positive changes. Benchmarking for teams, units and the organisation.