what to expect from your 360-degree feedback · 815 w 450 s, springville, ut 84663 usa //...

815 W 450 S, Springville, UT 84663 USA // +1.801.515.6500 // decision-wise.com

What to expect from your 360-degree feedback Leadership Intelligence®

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DecisionWise What to Expect from your 360 ◦ Feedback

Why feedback?

Why feedback?

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Why feedback?

When people give and receive feedback, they hope

that nothing gets worse and something gets better.


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1 Behaviors clarified

2 Dialogue promoted

3 Self-awareness increased

4 Working relationships improved

5 Development encouraged

6 Performance enhanced

7 Accountability raised

How things can get better

Feedback leads to numerous improvements:

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360 feedback is

a valid measurement

of people’s perceptions right now

360 feedback is not

a valid measurement

of Truth

What does it measure?


6 The 360 process

Select

Raters

Confirm

Raters

Take

Survey

Receiv

e

Report

Create

Goals

Supervisor

Peers

Direct

Reports

Others

Debrief with

DecisionWise

coach within

24-48 hours

Supervisor orHuman resources


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Your Peers

Rater groups

You

Your Supervisor(s) Your Direct ReportsIf you changed

supervisors in the past

three months, you may

want to invite your

previous and current

supervisors to

participate.

Include those who have worked

immediately under you for at least

three months. It is recommended

that you include all of your direct

reports.

Your OthersIndirect reports, internal or

external customers, or cross-

functional team members.

Include those with a similar job level

with whom you work regularly.


8 Selecting raters

You will receive an email

with a link to select your

online raters.

You will have one week

to select your raters.


9 Notifying raters

Notify raters that you have

requested their feedback.

A link with sample communication is

available on the rater selection page.


10 Rater criteria

in each group3-5 Raters

Regular

interactionSelect raters who know your work and interact with you frequently. Do not select raters with whom you have had only casual or brief interactions.

Varying viewpoints

select

Seek a balanced set of raters who can provide objective feedback, both reinforcing and redirecting.


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You and your raters

will receive a link via

email to complete a

survey

You and your raters will have

two weeks to complete the

survey.

Take the survey


12 Survey access

You will take a

survey for yourself.

You may take surveys

for other people.


13 Giving feedback

You may be invited to provide feedback because you are someone:

• Whose opinion is respected

• Who has a long enough working relationship with the participant to be able to provide ratings on specific competencies and behaviors

• Who will give a fair and accurate perspective, including specific comments that illustrate both strengths and areas for development

• Who is believed to be supportive of the individual’s development efforts

The participant wants YOUR perceptions of strengths and areas for development – and he or she wants your written comments


14 Making feedback helpful

Think ahead about how to provide feedback so the other person can hear it as you intend.

Consider how to state your feedback in a way that conveys you care

about the participant’s growth and development. Delivering feedback

from this perspective increases the likelihood of a positive and

productive experience for everyone involved.


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Be respectful in your comments

Provide specific examples where appropriate and helpful. Do not blindside

someone with feedback he or she has not heard before, and do not attack

the participant’s leadership style or motives.

Telling someone he or she is a “poor leader” is not helpful or actionable.

Don’t use absolutes like “he always” or “she never” does that.

Making feedback helpful


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Speak for yourself

Base your ratings or comments on your own personal

experiences, not hearsay or gossip. You have been asked to

provide feedback based on your relationship with this

individual.



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Base your ratings and comments on the questions that are being asked.

This is not the forum to make comments on other issues such as closing

your department on weekends, higher wages, or a better benefit plan.



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Be honest

Let the participant hear about the things you appreciate as well as

those things you wish he or she did differently. This process will only be

valuable to this individual if the feedback received is open and

direct – and at the same time respectful.



19 Beware of personal bias

Comparing the individual to other employees

rather than the job expectations.

Contrast

Recency

Range

Halo/Horn

First

Impression

Similar-

to-Me



Using only one or two ratings in the scale, decreasing the meaningfulness of the feedback.

Contrast

Recency

Range

Halo/Horn

First

Impression

Similar-

to-Me



Using initial favorable or unfavorable impressions to make judgments of the individual, instead of considering their behavior

and your interactions over time.

Contrast

Recency

Range

Halo/Horn

First

Impression

Similar-

to-Me



Using one recent event, either good or bad, to form the entire evaluation of the individual, rather than looking at their behavior

over time.

Contrast

Recency

Range

Halo/Horn

First

Impression

Similar-

to-Me



Basing the entire evaluation on one positive or negative aspect of the individual’s behavior or performance, instead of looking at

him or her more objectively.

Contrast

Recency

Range

Halo/Horn

First

Impression

Similar-

to-Me



Giving more favorable scores to individuals who are perceived as similar to yourself, instead of valuing differences.

Contrast

Recency

Range

Halo/Horn

First

Impression

Similar-

to-Me


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The survey questions describe

specific, observable behaviors

The surveys have been tested and

refined through practical

application and statistical research

regarding successful leaders

The feedback is relevant to success

in your current position

The survey is based on

competencies critical to leadership

effectiveness in your organization

The feedback is reflective (past) as

well as predictive (future)

The survey


26 Seven-point performance scale

6. Considers multiple sources of information when

making decisions.

1 2 3 4 5

Very Poor Poor Fair Average Good

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Don’t Know / Not

Applicable

6

Excellent

7

Outstanding


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• The survey process is administered by a

DecisionWise assessment advisor

• The survey is delivered online through a

secure website

• Survey responses come directly to the

DecisionWise database

• Rater feedback is reported as a group

• No individual responses are identified in the report, except self and supervisor

• If only one rater responds in a group, his or her responses are rolled up to the overall leadership score and their comments will be on the report.

Confidentiality

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ConfidentialityConfidentiality

We promise to keep your feedback confidential.


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Demographic SummaryShows the number of respondents in each rater group

Competency SummaryShows summary scores for overall leadership score and each of the selected competencies

Focus AreasHighlights the highest and lowest average scores (relative to the norm)

BehaviorsShows the average scores by rater group for each competency area and behavior

DerailersShows the average score by rater group for each derailer

Written CommentsShows the exact comments made by your raters about your strengths and areas for improvement

The report

http://www.decwise.com/pdf/DecisionWise-Sample-360-Degree-Feedback-Report.pdf





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Survey categories and

questions describe leadership competencies appropriate to the role.

The numbers indicate

the number of people responding in each rater group.

The average score for each rater group is shown by the length of the blue bar and the number printed on it.

The vertical red line indicates the “norm” (average

score for all participants).

6. Accepts responsibility for problems instead of blaming others.

Self 1

Supervisor 1

Peer 3

Very

Poor AverageFair OutstandingGood

6.0

4.0

5.1

4.8

Poor Excellent

Direct Report 4

Other 7 3.9

Survey items


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EN

ER

GY

Shock

Anger

Resistance

Acceptance

SARA, the natural response to feedback


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Shock“What??? I don’t understand this report.”

“You must have mixed my report with someone else.”

“I’m surprised by this.”

EN

ER

GY

Shock



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Anger

“Some people apparently have no idea what I do.”

“I just can’t talk about this right now.”

“Who said this?”

EN

ER

GY

Anger



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Resistance

“Nobody is perfect – we all have faults.”

“That’s just the way I am… take it or leave it.”

“I get it, but I don’t like it.”

EN

ER

GY

Resistance



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Acceptance

“How can I best use this feedback?”

“What can I do to improve?”

“Who can help me make a change?”

EN

ER

GY

Acceptance



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Awareness Action Accountability

• Receive report

• Understand

feedback

• Thank raters

• Summarize

findings

• Create goals

• Take action on

goals

• Define the

indicator for

success

• Ask for feedback

• Review goal

progress with

supervisor/mentor

• Ask for feedback

Turning Feedback Into Results

Leadership Intelligence®


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SURVEY ADMINISTRATION 2 weeks May 14-27

DW sends invitation emails to raters Wednesday, May 14

DW sends reminder email Wednesday, May 21

Survey Deadline: DW sends deadline email Tuesday, May 27

COMPILATION OF DATA 1 week May 28-June 4

DW finishes reports and sends to HR Wednesday, June 4

TURNING FEEDBACK INTO RESULTS Ongoing Ongoing

DW Workshop June 16

Managers follow-up with participants to solidify goals, implement action plans, and make changes

Ongoing

Timeline


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A. Team [email protected]

Consultant [email protected]

+1.801.960.1400

www.decision-wise.com

8 a.m. – 5 p.m.

Mountain Time (USA)

Dedicated DecisionWise

Assessment Advisor

Answer Questions

Send Survey Reminders

Participation Tracking

Delivery of Report

Contact us

what to expect from your 360-degree feedback · 815 w 450 s, springville, ut 84663 usa //...

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