What next after 360 degree feedback? Start in the right place with this top 5

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We have spoken many times about how 360 degree feedback ideally raises self-awareness within an individual and should have them take responsibility for the feedback and accept there is something worth paying attention to.

The move from the 360 feedback debrief discussion into one about development planning and action, is an interesting one; it may seem obvious initially what such development goals might be and it may well be that the feedback alone is all that a recipient needs to go improve their performance.

However, what if the recipient hears the feedback, accepts it and realises the need for change, but is unsure where should they start in terms of improving their performance in the highlighted area? 

As a Line Manager, we can help them work methodically through the potential reasons as to what is causing any issues or underperformance, and ensure they start work in the right place.

For us, we see the following top 5 inhibitors to effective performance, and suggest one starts at number 1 and works their way down before carrying on to 6,7,8,9, etc.

1. They don't realise they are underperforming or there is an issue - Give them feedback; the 360 degree feedback may be all they need.

2. They are not sure what is expected of them i.e. Objectives, Behaviours, Performance Standards - Tell them; they must know WHAT to do

3. They do not have the requisite skills to perform – Train them; they must know HOW to do it

4. They do not understand why they need to perform in this way - Tell them; they must understand the context and WHY they are being asked to do it

5. There are obstacles in the way – Remove them; anything which gets in the way of them performing must be tackled i.e. Systems, processes, etc.


If you can clearly identify the source of any underperformance and work through these top 5 most prevalent ones before any others, there is a greater chance of effective development plans and actions leading to improved performance.





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