A topic we often discuss with clients is where the responsibility should lie with regard the 360 degree feedback debrief; this being the face-to-face session where the recipient explores and discusses their 360 feedback report.

We would say ideally that the debrief should be conducted by someone outside of that person's line management; this could be someone from HR, L & D or someone external to the company, with the caveat that whomever it is should be suitably skilled/trained.

However, we recognise that this is not always practically possible; the internal resources within HR and L & D just cannot dedicate the time required to take all recipients through a 90 minute debrief, and the budget doesn't stretch to external facilitation.

So it falls to the line manager, which prompts the question; how should a line manager debrief a 360 degree feedback report? The first answer must be again, with skill; line managers need to be effectively trained to conduct such a debrief conversation.

The challenges for line managers in conducting debriefs are numerous; their feedback is in the report, they can find it hard to switch from 'performance review' mode, they can find themselves jumping in with solutions to development areas which haven't been fully explored.

Line managers need to step back within a debrief; their role is to be curious, ask questions which raise awareness not ask for rationale, listen intently, trust in the recipient and not jump to resolution.

It's a different mode of thinking and a significant 'gear shift' downwards; only for 90 minutes, but it can make the world of difference to the outcome.

John