360 degree feedback: facilitation advice for line managers

This is an illustrative briefing pack for line managers preparing to run feedback sessions for their teams using TPMGs orbitPLUS. Clients are invited to customize this for their own briefings. It may include options that as a client you will not be using but are included here for completeness.
There are separate files for HR and system managers, which covers progress and management reports and for general briefing for all participants. See also TPMGs white paper 360 Degree Feedback Facilitating Feedback

It is structured in 4 parts: 360 feedback 360 feedback results Interpreting the report Coaching & facilitation

360 feedback

Why 360 feedback?

improving performance begins with self-awareness 360 is a powerful tool in raising an individuals awareness of their strengths and weaknesses and their impact on others reinforces strengths builds self esteem it prompts questions such as: do I continue doing this, stop doing this, try new ways its the best way to see the individuals full contribution and their development needs feedback may be perceptions but perceptions matter - they influence how colleagues behave towards the individual, e.g. if someone is generally seen not to listen and not to act on ideas from colleagues, it is likely that those ideas will dry up or be channelled elsewhere

360 feedback

360 the benefits

a fuller and more accurate picture of the individuals performance in the round improved or changed behaviours/performance in the light of the feedback better communication increased recognition (by individuals and the organization generally) of the significance of relationship skills moving towards greater trust and openness contribution to a culture shift (usually prompted by the top team initiating a feedback process for themselves)

360 feedback

Perception matters!
perceptions are real because their consequences are real we are viewed
not by what we are, but by how people perceive us to be not by what we say, but by what people hear not by what we do, but how we appear to do it

360 feedback

Tips for giving feedback

 Start with the positive: I really appreciate how you make time to listen to staff concerns  Be specific - the way you handled that situation was really helpful  Focus on behaviour which can be changed: it would help me if you gave me a one page summary of your reports, with key recommendations and actions  Offer alternatives: it might have helped to put X at her ease if you had spoken to her first before the team meeting  Describe rather than judge or evaluate (you often appear to get to a conclusion, before I have fully described my proposal not you are a poor listener)  Own the feedback : It seems to me that ... is less judgemental about a person than You are... and recognise what the feedback says about you

360 feedback results

Results: summary chart showing scores at cluster level as chart and table.

360 feedback results

Results: top 5 and bottom 5 items for the individual, according to average scores from respondents.

360 feedback results

Results: list of significant differences between Self and Line Managers perceptions; and list of significant differences between Importance & Performance.

360 feedback results

Results: summary chart showing gaps between Importance and Performances at cluster level as chart and table.

360 feedback results

Results: comparing the individuals scores with the range of scores from others in the group.

360 feedback results

Results: detailed results at statement level.

360 feedback results

Results: detailed results at statement level. Comments for each Competency shown at end of section. May show some merger of comments from small respondent groups.

360 feedback results

Results: final comments grouped by respondent category.

360 feedback results

Results: final comments grouped by respondent category.

360 feedback results

Results: List of people invited to give feedback

Interpreting the report

Opening questions
read the advice on the front page opening questions:
overall: is this a picture of yourself in the round that you recognise? what are you pleased to see? which specific results indicate that you may have:
particular strengths to build on and use more widely particular development needs

what concrete examples have been provided in the feedback? what do you make of them? any surprises that you need to dig into? how does this picture square with other data that you have about yourself (e.g. from other development programmes)

Interpreting the report

Follow up questions
questions (cont.)
what are the 2 or 3 things you are (most) concerned about? what is the data saying about those? how do you think you might address them? what actions will have the most impact on them? how will that help your capability and performance in the team? who do you need support from in taking forward these actions?

closing questions
looking a year ahead, say, how would you like to see the pattern of that chart change? how will that help your overall performance? what are you going to say back to the providers of your feedback to indicate what you have taken from the exercise and what you are going to do about it?

Coaching & facilitation

Principles of coaching
aim is always to improve performance belief that the subjects potential is greater than current performance learning is essential to improving performance in order to learn people need to be aware focus attention a coach is not a teacher but coaching can combine specialist know-how to help the subject to find own solutions coaching is essential because new organizational structures and working styles require: far more trust, sharing of responsibility & delegating of action far less micro management and face-to-face direction

Coaching skills

Helping someone solve their own problem

Listening to understand Reflecting Paraphrasing

Summarising Solving someones problem for them Asking questions that raise awareness Making Suggestions Giving Feedback Guiding Advising Instructing Telling
from Myles Downey

Non-Directive

Directive

Coaching & facilitation

Your role as 360 facilitator

meeting to last 1-2 hours explain your role (e.g. your Research Assistant to help you get the most value from your feedback) introduce and explain the format not the content of the report 5 minutes
answer any questions about how the report is structured etc. ask the individual to read it do not discuss the content until they (like you) have had time to digest it (usually takes 20-30 minutes to read suggest where possible you sit outside and await their call)

discuss the individuals conclusions from the report and discuss development plan. treat the meeting as a coaching session using your coaching skills

Coaching & facilitation

Coaching tips : ask the right questions

open: to open up the discussion
to gather information what has pleased you most about this feedback? to assess feelings what do you feel about trying out that idea? to drill down what makes you feel it will be difficult?

clarifying: to review, check understanding

what was happening in that meeting, what were colleagues doing and saying

probing: explore in detail

might you have expected fewer problems coming through from that department, what might explain the increase?

closed: to direct and close down the discussion

to clarify or confirm is it the case that? to gain commitment are we agreed then.?

Coaching & facilitation

What a Star! the challenge of the high performers

stars set their own high standards
items that might seem marginally below their high par may be significant to them

stars like and need feedback

any discussion is likely to be focussed and productive, with gains for the individual and colleagues

stars make ideal mentors

likely to be a benefit both to them and those being mentored

stars show the way

they can provide powerful role models and roads to improvement for others

Coaching & facilitation

Feedback: avoidance!
Denial: its not my fault the questions dont apply to my role they dont work with me enough to know I am what I am no time to talk about this now Attack the question, the process or the respondents I dont get on with these people must be a mistake here the questionnaire was too long/short what will HR think of next? Ive been stitched up

Rationalise: explaining the feedback away I knew this all along my respondents interpreted this question differently the reason for this score is... OK, but there is nothing I can do about it because...

Coaching & facilitation

Traps for the coach to avoid - 1

identifying with or defending the instrument it is their report defending the data it is their data directing rather than prompting the interpretation of the data feeling you have to have the answers telling the subject what to do undue or premature interruption feeling you have to fill the silence people will be thinking

Coaching & facilitation

Traps for the coach to avoid -2

talking in generalities in action planning focus on specifics e.g.
not improve delegation skills but e.g. agree with staff clear performance standards for tasks, agree the quality measures and a picture of what success will look like; ask staff to summarise what they plan to do, to check for understanding.

arguing to win or give an answer to every objection over-use of the why question (invokes reasons, justifications and excuses) use what (builds awareness)
not why do you think they say that instead what is happening in those circumstances what are they doing/saying, what are you doing/saying? what are they telling you?

Coaching & facilitation

Development options others Mentor Role enrichment

Role enlargement Coaching in the role Benchmarking Team assignments Projects Role rotation Transfer Acting up Understudy Coach others Networking Community work Secondments Self study Professional development Role play Team building Skills training Seminars/conferences Development centres

Focus on priorities the Domino effect if we improve on those the rest will fall into place long lists are unlikely to work and, with the Domino effect, should not be needed

Coaching & facilitation

Managing the process: the basics

location private room, not overlooked, away from distractions, mobile phones off etc. time usually 1-2 hours seating arrangement sit at right angles (not opposite) put at ease put them centre stage their data, their plan, their opportunity explaining your role e.g. research assistant to help you get the most value from the data and a sounding board to help you reflect on what it means and what you plan to do reading the report let the subject read it in peace before discussing

Coaching & facilitation

Facilitators checklist - 1
       have I prepared properly? have I explained the purpose of the feedback? have I explained my role what I aim to do and not do? have I explained the purpose of the session? have I agreed a timescale? did I think about how to start the session? did I ensure the subject took responsibility for their own feedback?

Coaching & facilitation

Facilitators checklist -2
      how well did I focus on detail rather than generalities? how well did I focus on priority areas? did I help subjects in gaining clarification from others? how well did I handle any conflict? how well did I deal with feedback avoidance? how well did I help participants convert needs into action plans and development plans?  did I know when to stop?