January feels like the time for fresh starts, especially for those committed to New Year’s resolutions. It’s also a time when many employees consider their workplace roles and development, and set personal goals for the upcoming year. No matter when it’s administered, a well-executed 180 or 360 program that focuses more on development than judgement can be an ongoing element of support for a high-potential employee.
The key to a well-executed program isn’t simply in the design itself, but rather how leaders and organizations position it, and support it. Done right, this feedback can be a powerful leadership development tool. But used poorly, it can put people on the defensive, ultimately undermining trust. Here are some key considerations when planning a 180 or 360 program:
Emphasize Development, But Be Clear About Any Other Uses
Unfortunately, too many participants approach this feedback with anxiety, wondering what will happen if their scores reflect poorly on them. The concern is understandable, especially if the feedback is tied to things like succession planning or promotions. If your program is for development only, make that very clear. But if it is also used for decision-making, transparency is essential. The focus in communication should still be on how this development tool will better prepare them now or in the future for new opportunities and growth. Couching your 180/360 efforts in a growth mindset framework betters positions leaders to welcome the feedback rather than try to explain it away.
[Learn More: How MiTek Created a Robust 360 Tool]
Provide Clear Guidance from the Start
Let leaders understand the purpose of their 180 or 360 right from the start. This is where OrgVitality’s Manager Academy comes in handy; this micro-training provides participants with everything they need to know for a successful process. The Manager Academy provides short, timely context for participants so they can understand each phase of the process, and how best to optimize their experience.
Support Leaders’ Development
It’s important that organizations do more than just administer a 180 or 360 and then issue a report. They need to support a participant’s development efforts by providing tools, coaches, or other ongoing help. At OrgVitality, we ensure that participants have the information they need to fully understand their reports. Our AI Action Prioritization tool focuses participants on three key development areas that will have the greatest impact on their long-term success. We can deliver individual debriefs and group workshops (directly or as train-the-trainer programs) so that participants get the maximum value from their feedback.
Keep Momentum Strong
Following up assessments with a Development Check-In (DCI) around the six month mark is a great way to make sure leaders’ progress doesn’t get stalled. The DCI typically goes out to the same raters as the initial assessment, but focuses only on the 2-3 areas a leader has been working on. This tool shows participants how their efforts are paying off, and whether they should stay focused on those areas or move on to other development opportunities.
[Learn More: Development Check-Ins]
Ultimately, the goal of a 180 or 360 feedback assessment is to help leaders achieve their potential. Framed correctly, and with adequate support, these tools greatly benefit both the participants and the organization as a whole.