360 Degree Feedback Evaluation method that incorporates feedback from the: worker, his/her peers, supervisors, direct reports, and customers. Results of these confidential surveys are tabulated and shared with the worker. Interpretation of the results, trends and themes are discussed as part of the feedback. The primary reason to use this full circle of confidential reviews is to provide the worker with information about his/her performance from multiple perspectives. From this feedback, the worker is able to set goals for self-development which will advance their career and benefit the organization. With 360-degree feedback, the worker is central to the evaluation process and the ultimate goal is to improve individual performance within the organization. Under ideal circumstances, 360-degree feedback is used as an assessment for personal development rather than evaluation (Tornow, W., 1998). Unfortunately, not all circumstances are ideal.

360 Degree Feedback Worker Supervisor Peers Customers Direct Reports

Possible Reactions To Feedback DENIAL ANGER / FLIGHT WITHDRAWAL ACCEPTANCE ANALYSIS ACTION PLANNING

At its heart, feedback like this is only information At its heart, feedback like this is only information. Since it has been provided by others who have varying degrees of experience and exposure to you, you may be surprised by some of the results. The feedback in this report however, should not be thought of in terms of ‘right’ or ‘wrong’. It is simply information from others’ perspectives, designed to help you create a fuller picture of your performance in your current leadership role.

If there is one universal truth about receiving feedback, it is this: How you choose to think and feel about the feedback will determine the value you gain from it – and the key word is choose. If you choose to see the feedback as valuable, helpful and useful, it will be, and will help guide you to becoming a more effective leader.

Key Questions to Consider When Receiving Feedback Do I understand it? Is it accurate/valid? Is it important? Do I want to change? At its heart feedback is only information. How you choose to think and feel about the feedback will determine the value you gain from it.

  What should I focus on? Which information is particularly relevant or important? What level of analysis should I pay attention to? What does it all mean? How do I make sense of it? Where do I go from here?

The key opportunity I have to improve my leadership is:   The key strength I have that I want to leverage is: If you could not narrow it down then, the next most important leadership area for me to work on is: