Giving 360 Feedback:Quick Reference Script

Welcome and Introduction – Purpose of 360 debrief:

During the discussion you are acting as a coach. It’s your role to help the participant think through their feedback in a positive way, to be the sounding board, to prompt thinking by asking questions and help them navigate the report. Start by setting the scene:

“The purpose of the session is to talk through your 360 report, answer any questions you may have and help you make sense of it. Your 360 feedback report is based on key Leadership capabilities which are designed to help you grow and develop as a leader and focus you on behaviours that will assist you in achieving ambitious goals and strategic objectives.

Once we’ve had this session, the expectation is that you will go away and work with your manager to create a focused development plan

• Review confidentiality of information (who sees the report)
• My role – to be your sounding board (360 feedback is a very personal experience and most people who receive   feedback are likely to experience a broad range of responses/reactions such as affirmation, surprise, hurt, recognition,   confusion, motivation leading to reflection).
• Ask about their role and time with the organisation to establish context for the discussion.
• Have you had a chance to read your report?
• What was your initial response to your report; overall how did you find it?

Seeking Responses from Participants about their Report
**Be aware all recipients will have some emotional reaction to the report. In particular, if there are any ‘surprises’ (pleasant or otherwise), acknowledge their emotions, then try to get them to focus on how they can use the feedback to develop.
What surprises were there? What feedback were you expecting to get?
What rang true?
What are your thoughts on how people rated you?
What are some of the strengths that people see in you?
How did the messages you received differ from your own view?
What are some of the key messages or themes you’ve identified?

A Brief Technical Intro
Let’s take a look at the data/ratings and then we can talk about the comments. We are aiming for you to have an understanding about how you can use the feedback you’ve got to really target your development and make your efforts work well for you.

Rating Frequency Table: The responses to specific questions can be found in this section. This is helpful for making sense of how people perceive you in specific areas. Let’s have a look at the clusters of scores…where are people giving you high ratings (4-5) and lower ratings (1-2)?

Questions to Identify Key Actions and Development Planning
Where will you get the greatest impact from your development time?
What do you want to focus on?
What are important strengths/opportunities for you to develop considering your current role and future career goals?
What capabilities/behaviours do you believe will be the most useful to develop?
What do you want to be known for? What strengths do you want people to see in you?

Closing
What happens from here; Ideally share your feedback results with your manager – and at least the top 2-3 development areas. Work with them through your development plan. This tool is only the start of a development initiative. Any final questions?

Detailed 360 Debrief Notes

Introduction

During the discussion you are acting as a coach. It’s your role to help the participant think through their feedback in a positive way, to be the sounding board, to prompt thinking by asking questions and help them navigate the report. Start by setting the scene:
“The purpose of the session is to talk through your 360 report, answer any questions you may have and help you make sense of it. Your 360 feedback report is based on key Leadership capabilities which are designed to help you grow and develop as a leader and focus you on behaviours that will assist you in achieving ambitious goals and strategic objectives.

Once we’ve had this session, the expectation is that you will go away and work with your manager to create a focused development plan.

• Review confidentiality of information (who sees the report)
• My role – to be your sounding board (360 feedback is a very personal experience and most people who receive   feedback are likely to experience a broad range of responses/reactions such as affirmation, surprise, hurt, recognition,   confusion, motivation leading to reflection).
• Ask about their role and time with the organisation with a particular emphasis on what is going well and what their key   challenges are. This helps to provide context for the conversation and can help to determine the key priorites for   development from the feedback.
• You will have received your 360 report within the last couple of days, have you had the opportunity to read it as yet? (If   they haven’t received or read their report as yet, suggest rescheduling as they will get the most value from the   conversation if they have read and absorbed their feedback prior to the discussion).
• What was your initial response to your report; overall how did you find it?
• There are two levels of processing when working through your 360 report. One is an intellectual level of processing,     looking through the report and determining the key elements to extract and focus on for development. The other is the   emotional level of processing, working through the emotional reaction both positive and negative that goes hand and   hand with receiving 360 feedback. This session is an opportunity to work through both elements of processing to help   you work through the feedback to the point where you feel able to take action on your key, focused development areas.

Useful Tips to Help Process Feedback and Identify Key Focus Areas

These tips can be referenced through out the conversation as seems appropriate, it is probably too much detail to review all at once at the beginning of the debrief session. Use your judgement on the most appropriate point in the conversation to review.

Processing the Perceptions of Others
As we move through the report I will throw some ideas out there for you to consider in terms of aspects of the report where I see interesting trends or results, however, it is also really important to focus on the feedback that resonates with you.

When you are reviewing 360 feedback there are a few considerations that can be helpful in processing the information and working this through to a point where you are comfortable taking action.

This 360 is providing feedback on people’s perceptions of your approach at work against key capability areas. When you are assimilating these perceptions it is likely that you’ll be comfortable with many of these perceptions and it is also likely that there will be some that you are less comfortable with and that you will want to change:

• Where you are comfortable with the perceptions of you, that can be really affirming and these areas may feed into   identified strengths that you can build further on.
• Where you aren’t comfortable with a perception of you and you want to change it, then you have an action point of   some sort. In identifying what that action is you have another decision point.
• You may decide that you aren’t comfortable with that perception of you and you really do see an opportunity for you to do something differently in that space. In this case you can consider the key action points and development resources   that you will need for this development pathway.

• OR, you may decide that while you aren’t comfortable with the perception of you, you are actually very comfortable and quite happy with what you are doing and how you are performing in that space. In this instance, your avenue for   changing these perceptions may be: – more communication, transparency, or visibility of what you are doing rather than   changing the behaviour in and of itself.

Strengths based approach
It is important to consider incorporating your strengths into the areas that you will take forward for development. Unless there are any key standout areas for improvement where at least 50% or more of your raters have rated a 1 or 2 in any area, then the best focus area for enhancing overall effectiveness can often be an area of strength or emerging strength. Outstanding leaders don’t do everything equally well, they are likely to have 3 or 4 standout strengths that help to colour the perception of their leadership across the board. At the same time, where leaders have standout opportunities for development with consistently low ratings, this area of opportunity could be distracting others from what they are doing well. By developing this area of weakness this can allow their key strengths to be seen and recognised by others.

Importance of context and what resonates the most with you

Another key consideration in processing the 360 feedback is the alignment of this feedback to your key goals and objectives, what seems to be most significant to you and what you are most enthusiastic about.

 

Themes and Trends across the Report

The key is to look for the themes and trends that emerge across the whole report. Rather than selecting one or two entire competency areas to focus on for development, you may find that there are a few key areas that underpin 3, 4, or more competencies and that focusing on these areas will help you to improve your performance against many capabilities. So it is really looking for the development focus areas that will maximise the returns for your development effort. For instance, rather than needing to develop Coaching and Developing Others, Building Collaborative Relationships, and Self-Improvement, you may find that the common theme that is pulling down your results in these areas is a need to improve your Listening skills.

Prioritising
When you are reviewing your results, another key consideration is the order of development and key priorities. For instance, will developing one area create the conditions for another area to flourish? As an example, often Leaders are time poor and operating in a mode of significant work overload. Could it be the case that a natural strength is being held back due to an area of weakness? e.g. If you focus on developing your organisation, time management, and or delegation skills, could this be the time you require in order for your capabilities in Innovation or Strategic Thinking to be realised? In this instance, developing your Strategic Thinking capabilities or Innovation may not be the best first priority.

Seeking Responses from Participants about their Report
**Be aware all recipients will have some emotional reaction to the report. In particular, if there are any ‘surprises’ (pleasant or otherwise), acknowledge their emotions, then try to get them to focus on how they can use the feedback to develop.
So, what was it that first jumped out at you on your initial review of the report? What surprised you?
What surprises were there? What feedback were you expecting to get?
What rang true?
What are your thoughts on how people rated you?
What are some of the strengths that people see in you?
How did the messages you received differ from your own view?
What are some of the key messages or themes you’ve identified?

It can be really helpful for us to work through the report page by page to see what emerges for you as we go and to see what themes emerge in terms of strengths and opportunities across the various competencies. There is no need to have a clear view of your 1-2 key development areas by the time we finish our discussion, however, hopefully the conversation will help to kick start this process and help you to whittle down the key areas of focus.

Before we jump into the detail of the report, I wonder if you would be happy to give me a brief overview of your time with the organisation and your current role, with a particular focus on some of the things that are going particularly well and some of the key challenges.

Technical Review of the Report

Let’s take a look at the data/ratings and then we can talk about the comments. We are aiming for you to have an understanding about how you can use the feedback you’ve got to really target your development and make your efforts work well for you.

Overall Summary Graphs / Spider Graphs

So, let’s start with the overall summary, this gives you a high-level view of the overall score from all others across the various capabilities. As you know there is a lot more detail as we get through the report, however:
Is there anything of significance coming through to you on this page?
What are your thoughts on…? (If the participant doesn’t reflect on areas of significance that you see in the report, try to draw this out of them by asking a targeted question about their thoughts on a particular trend in the data)
What about on the next page with the break down across the rater groups, what jumps out at you from this page?
Comment on any significant trends across/between rater group averages on various capabilities if the participant doesn’t bring them up, particularly when there is a consistently lower or higher trend for one or more rater groups.

Detailed breakdown on the Capability pages

This page gives you a detailed breakdown of the ratings you have received across the specific items on each capability.
Rating Frequency Table: The responses to specific questions can be found in this section. This is helpful for making sense of how people perceive you in specific areas. Let’s have a look at the clusters of scores…where are people giving you high ratings (4-5) and lower ratings (1-2)?

Don’t assume that participants will understand the frequency of rating even if they say they are comfortable with the display of data.

You can see that for the item “…(read a specific item/question from the rating table)” that you have had 5 raters rate you at a 4 or 5, 3 raters have rated you at a 3, and 5 raters have rated you at a 1 or 2 for this question.
What are your thoughts on that spread of ratings?
Are there any surprises on this page for you?
What is the significant feedback that is coming through for you on this page?
Do you have an understanding of why others might have rated you this way in this area? (If no, suggest that they may be able to gain more context on this from the open-ended comments)

Work through all of the capability pages in a similar manner looking to identify the themes that emerge across the report, do any of the behaviours that have received lower ratings cluster together or build on a common theme?

Comments Pages

For each section of the report, there is a page which displays the open-ended comments that your raters provided you with. This is a great opportunity to gain further context on the ratings that you received and to see if there are any further themes that come through in terms of strengths and opportunities.
Were there any particular comments that jumped out at you in this section?
What are your thoughts on the comment that says….? (Draw attention of participant to any comments you see that may be significant (both positive and negative) that they didn’t mention? No need to go through each and every comment, although do allow the participant to read or re-read the commentary so they can absorb the details.

Highest and Lowest Survey Items Page

This page summarises the top 5 rated items and lowest 5 rated items from across the survey. It is a great way to see if there are any key themes emerging in terms of what is rated most strongly and what consistencies there may be with the lower rater scores. When you read the detail of the items in each list, can you identify any consistencies with what is coming through here?

Please note that just because something shows up in the lower rated items list, this does not mean that this must make the list of your key focus areas, this is just another way for the information to be presented to assist in you processing and reflecting on the feedback.

Hidden Strengths and Blindspots

This page will show up any areas where there was a significant gap between your own self-rating and the average rating of all others in particular items.

A hidden strength is displayed where your raters scored you significantly higher than your self-rating. To be a hidden strength, the overall (excludes self) rating must be 4 or higher, with a gap value of at least 0.5.

A blindspot is displayed where your raters scored you significantly lower than your self-rating. To be a blind spot, the overall (excludes self) rating must be below 3, with a gap value of at least 0.5.

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These final comments pages provide further commentary in a really useful and easily digestible format. They outline what your raters would like to see you stay, stop, and start doing. Again, this is a really useful section to look carefully for themes and trends in the feedback.
Helping you get the most out of your 360

This section provides really useful reflection questions to help you process your feedback and determine the key focus areas to take forward for development. Take some time to reflect on your feedback following this conversation and identify your key focus areas.

Some reflection questions to pose to the participant at this point:

What are the key themes that emerge from this feedback?
Is this feedback consistent with feedback you have had before?
How does this align with what is required to achieve your business objectives?
How does this fit with the perception you want others to have of you?
What do you want to be known for?
What’s the smallest thing you can do that will make the biggest difference?

Given what we have discussed today, what are the 1 – 3 key behaviours or capabilities that you want to focus on in the short to medium term? Detail these in the development guide and be specific about the goal, the actions, and the timeframe for moving forward with these. There may also be some “quick wins” or actions that you can immediately implement now that they are front of mind in addition to the 2 or 3 key areas for focus.

The best next step is to arrange a time to talk with your manager about your feedback and what you see as the key priorities for action.

The 360 Survey

You will shortly receive an email from Added Insight, our external provider, requesting you to complete the on-line 360 survey. The email will provide you with a link to the survey website and instructions on how to complete the survey. We would appreciate your assistance in completing the survey as soon as possible. The survey should take you about 20 – 30 minutes to complete, depending on how many comments you choose to provide.

Please note, that except for this individual’s own ratings and comments and those provided by their “Manager”/”Manager 2”, all other survey responses are anonymous. While all comments provided will be displayed verbatim in the report, you will not be identified and your comments will be listed along-side the comments provided by other raters. Ratings from all other raters (apart from the “Manager”/”Manager 2”) will be collated and presented as averaged group data, by relationship. For example, if three Peers respond, their scores will be averaged together and displayed on the report. Open ended comments from all other raters are not identifiable unless the content of the comment makes the identity of the rater obvious.

The final report will be available only to the person who has requested 360 feedback, the HR Team, and the person’s manager. However, they may share it with other coaches/managers who are important in their future development. 

The survey has multi-choice questions and space for comments. Your comments are very important as they help to provide the meaning behind the rated scores. Without them the participant has to take a best guess at why they have received certain scores.

If you have any questions about the survey, please do not hesitate to contact me.

Many thanks,
(Name)