How to have a meaningful conversation about 360 degree feedback – Part 2 of 6

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In the first part of this series of posts, we considered what the purpose of the debrief is and consequently what the role of the debriefer should be; critically, we suggest that it isn’t to coach in the traditional sense, but to explore.

With that in mind then, what are the key skills of a debriefer?

Key skills of the debriefer

 Whilst the debrief is not a coaching session, the skills required are unsurprisingly similar; notably, a debriefer must be adept at:
  • Analysing information
  • Asking questions
  • Listening
  • Observing
  • Summarising and linking
  • Dealing with emotions
  • Confronting
  • Giving feedback
Underpinning these there must be real skill on the part of the debriefer not to stray into coaching and resolution mode, but rather to stay with raising awareness and having the recipient accept there is information worth paying attention to.
We find this latter skill sometimes the most difficult to master, particularly for line managers who often wish to see problems resolved and actions taken quickly – patience is required with trust in both the process & the individual that they will get to a more well considered development plan, rather than a hastily formed one,  if they are given the space to reflect and explore.
The next part will focus on what to look for in a 360 degree feedback report.
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