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4 Keys to Make the Most of Your 360-degree Feedback

Receiving your results from a 360-degree feedback survey can be a bit nerve-wracking. It can feel like being on the business end of a firing squad: You sit there with a blindfold on wondering what people will shoot at you. Will they aim for your head or your heart? How will you know who says […] Read more

Darrell Harmon

Posted on July 9, 2015 by

Seven 360-degree Feedback Benchmarks, Norms, and Comparisons

Quite often, when leaders receive their 360-degree feedback report they immediately want to see how they scored compared to others. This is natural because we all want to know if our results are better or worse than the average. The question is, which average, if any, is the best one to compare to? Read more

Charles Rogel

Posted on December 9, 2014 by

The True Danger of Results-at-any-cost Management

In assessing the effectiveness of a manager, it’s generally assumed that those who score well on traditional annual evaluations will also score well on the 360-degree feedback assessment. Read more

Tracy Maylett

Posted on July 25, 2014 by

Using 360 Performance Evaluations to Minimize Anchoring and Other Biases

Let me tell you how jellybeans can improve your performance evaluations. Have you ever entered a jellybean counting contest?  You know the kind I’m talking about – a big jar, full of jellybeans, sits on a table and it’s your job to estimate how many are contained therein.  Guess close enough and win a prize.  […] Read more

David Mason

Posted on July 17, 2014 by

Four Barriers to Leadership Intelligence

As we work with leaders to provide 360-degree feedback, we encounter four common defense mechanisms that people use to discount negative perceptions they find in their report.  We call these “barriers to leadership intelligence” because they prevent leaders from gaining the self-awareness they need to become better leaders. Taken from principles of psychology, these barriers […] Read more

Charles Rogel

Posted on March 14, 2014 by

Do You Suffer from the Horn Effect or Benefit from the Halo Effect?

When we see a 360-degree feedback report with really low scores on most of the items it usually isn’t because the person is truly a terrible leader with no redeeming qualities.  Instead, typically one leadership derailer (e.g., micromanaging or volatility) taints the perspective of others so much so that the person seems to do nothing […] Read more

Charles Rogel

Posted on February 28, 2014 by

Perception is Other People’s Reality

I was talking to a friend of mine who works as an analyst for a data analytics firm. He is a quiet, intelligent, hard working professional from Mexico City.  He talked about how different the business culture is here in the United States. He explained that in Mexico City, if you work hard, your efforts […] Read more

Posted on February 3, 2014 by

Why 360 Feedback?

Why 360 Feedback? Without feedback, we tend to invent our own reality. Using 360-degree feedback is a vital part of performance, growth, and development. Understanding ourselves and how we interact with others helps us understand the impact we have on those around us. The perceptions of others within our circle of influence, whether those perceptions are accurate […] Read more

Charles Rogel

Posted on January 7, 2014 by

6 Things to Consider Before Using 360 Feedback for Performance Appraisal

When it is performance appraisal time, many managers and HR leaders contemplate adding 360-degree feedback to the process.  We hear, “Wouldn’t it be great if we included feedback from peers, direct reports, and others to get a better picture of an individual’s overall performance?”  Yes! We won’t debate the continual argument of whether organizations should […] Read more

Charles Rogel

Posted on November 26, 2013 by

Have You Looked into Your Johari Window Lately?

The Johari Window, developed by Joseph Luft and Harrington Ingham in the mid-fifties, is often one of the fundamental exercises used in feedback and leadership training.  The premise behind the model is that there are parts of who we are that are known, and parts that are not known—both to ourselves and to others.  Understanding […] Read more

Charles Rogel

Posted on October 16, 2013 by

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