More FAQs

FAQs from Participants, Professionals & Observers

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How do I get 360 feedback?

As a participant (sometimes called a ‘candidate’ or ‘delegate’) you get feedback by completing your own self-assessment survey and nominating your boss, colleagues and direct reports to complete your 360 survey.

You request 360 feedback through an automated email sent to the people you nominate. Please note, it’s vital that you put the correct email address into the system! In addition, we recommend you tell people personally about your development, so they know you’re actively seeking their support.

The my360plus survey also asks your nominated observers if they want to continue giving you feedback during your year’s subscription to the my360plus service. This means they can give you feedback on specific development goals.

Once you have your initial my360plus report, you’ll discover how to set and achieve the best goals for your professional development.

How often should 360 feedback be used?

We recommend that a 360 survey should be used to set a benchmark, usually at the beginning of a development programme. Thereafter, the my360plus survey can be re-taken; usually at 6 months or 1-year intervals. This helps to identify progress and measure ROI.

What’s the difference between feedback and coaching?

We use the term ‘feedback’ to reflect, as accurately as possible, the report contents. We recommend a minimal ‘interpretation’, giving neutral feedback in non-judgemental ways.

We use the term ‘coaching’ to encourage the participant to take responsibility for their own development, by using the skills of listening, reflecting, supporting and asking powerful questions to support that development.

How to review the 360 feedback?

Nominating and completing the survey by the participant is initial evidence of commitment to the learning and development process. The report gives the feedback in a range of ways and this helps to pinpoint development areas.

Our approach to development recommends addressing any limitations (behaviours with a ‘warning triangle’) as a priority, so that any negative behaviours are neutralised and improved. Then we recommend building on strengths: consistency is key and finding ways to improve consistency will yield great results.

For senior leadership development building key strengths into ‘strategic strengths’ that is – embedding these high-performance behaviours into the culture of the organisation, will deliver organisation-wide benefits.

What do I say in 360 feedback?

The my360plus survey asks you to rate the participant (your colleague) against the behaviours you’ve observed and how often you see these happening with an easy-to-use slider scale.

It’s important to be honest – neither to over-praise someone, nor to under-report. Fairness is key. If we over-praise, people will think they’ve nothing to develop – and none of us is perfect! If we under-report we’re being unfair to someone’s behaviours which can discourage people.

The free-text questions are your opportunity to comment anonymously; but again, remember that this is a human being who will read what you say. Even if they don’t know it’s you giving the feedback, they still have feelings!

Whether you are giving feedback to your boss or a colleague we encourage you to be fair and constructive in your feedback. Put yourselves in their shoes and think how you’d like to receive what you’re saying.