{"id":12362,"date":"2015-04-15T17:13:23","date_gmt":"2015-04-15T17:13:23","guid":{"rendered":"https:\/\/one.sightlinemg.com\/federaltimes\/uncategorized\/2015\/04\/15\/putting-some-teeth-in-3600-feedback\/"},"modified":"2026-08-08T04:35:00","modified_gmt":"2026-08-08T04:35:00","slug":"putting-some-teeth-in-3600-feedback","status":"publish","type":"post","link":"https:\/\/one.sightlinemg.com\/federaltimes\/opinions\/2015\/04\/15\/putting-some-teeth-in-3600-feedback\/","title":{"rendered":"Putting some teeth in 360\u2070 feedback"},"content":{"rendered":"\n

Ron Sanders is a vice president and fellow at Booz Allen Hamilton.<\/i>As part of the administration’s laudable effort to bring the Senior Executive Service (SES) into the 21st<\/sup> century, OPM and OMB are sponsoring a series of pilots intended to experiment with various ‘reforms’ to the current system\u2014to include real succession planning, streamlined qualifications review, and everyone’s favorite: 360\u2070 feedback. 360\u2070 feedback has been around a long time, and it’s always been seen as a potentially powerful way for leaders to see how others see them, and to the extent necessary, change their behaviors to improve the view. That may be, but in my experience, 360\u2070 feedback\u2014at least as it is currently employed by most federal agencies\u2014falls short of the mark from an organizational <\/i>standpoint. You see, the vast majority of federal agencies view it as something to be used exclusively for individual self-development, relying on the individual to accept and act upon it. However, for the process to ensure some organizational return on what can be a significant investment in data collection, it should be used for more than just feedback and self-development\u2014it should be a formal dimension of an executive’s annual assessment. If you want the views of internal and external customers, peers, subordinates, and superiors to really count, if you want the executive’s behavior to really change, incorporate their feedback into an executive’s official appraisal. In other words, 360\u2070 feedback needs to be given some teeth\u2014and I would like to see an agency or two be bold enough to take that bitePrivate vs. community property <\/b>This prospect gives most personnel psychologists (and many execs) a case of the hives. The book on 360\u2070 feedback says that as a self-development tool, it is the recipient’s property, theirs to accept or not\u2026and more importantly, to act upon or not. To be sure, they are free to share it with their coach, if they have one, and\/or their boss, but typically, neither the boss nor the organization gets to see it without the recipient’s permission\u2014even though they are the ones that usually foot the bill for what can be an administratively onerous process. However, if the ultimate objective of 360\u2070 feedback is to improve an organization’s <\/i>overall performance by improving the performance of its individual leaders, that feedback ought to be the organization’s<\/i> property. Its most senior leaders\u2014those responsible for identifying, developing, selecting, evaluating, and deploying its executive resources\u2014ought to be able to see the results, both individually and collectively, discuss them with individual leaders, and most importantly, expect that those leaders actually act<\/u> on that feedback. Performance vs. popularity<\/b>For their part, many of my professional colleagues will argue that formalizing the 360\u2070 feedback process in this way could potentially cue all the wrong behaviors. They contend that by allowing employees, customers, and colleagues to vote on an executive’s performance rating, that executive will shy away from making the tough calls that come with being a leader. Instead, they’ll opt for the more popular or least contentious, even if those approaches don’t necessarily serve the organization’s best interests. We’ve all been tempted to take the line of least resistance, and if the wisdom of the crowd gets a say, that temptation could become even greater.This risk is real, especially if 360\u2070 feedback is gathered by anonymous surveys and\/or interpreted in a formulaic way. Feedback, especially from humans, is always contextual and subjective, and it can become even more so if that subjectivity is made a matter of pseudo-science and statistics. However, that subjectivity can actually be mitigated by keeping humans in the loop. I know, because I’ve been part of organizations that have done so\u2026quite successfully. Those organizations (including my own, Booz Allen) appoint independent assessors to gather live 360\u2070 feedback on senior executives, so that they can interpret it in context. Those assessors are typically at least one level higher in rank than the exec being evaluated and from outside the executive’s immediate chain of command, and they (we!) take the responsibility very seriously\u2026in part because even as we gather feedback on one of our senior executive colleagues, one of those colleagues is also gathering feedback on us. Peer review is key<\/b>This peer review is critical to the approach’s credibility. Executives know\u2014and take some comfort in the fact\u2014that the feedback is being gathered by someone who has already walked a mile in their shoes. Assessors have had to make tough, controversial calls themselves, so they know what it takes to lead an organization in challenging times\u2026and they also know when to discount the polls and give credit to someone who had to make an unpopular but ultimately necessary decision. Ideally, the assessor begins the process with a formal interview of the person being evaluated, along with a review of how that executive’s team or unit has performed. The executive also provides recommended sources of input to the assessor, usually individuals who are going to say something positive. Even though their feedback is treated as confidential, there’s obviously the possibility of bias here; however, while friends of the court may be the starting point for data-gathering, assessors are encouraged to go wherever the feedback takes them\u2026including to sources that may be more critical of the executive. The results are reported independently as well, to the executive and concurrently to his or her superiors, and the totality of the review (including 360\u2070 feedback and <\/u>organizational performance) forms the basis for a written annual performance summary, also written by the independent assessor. There are safeguards: as noted, individual sources are not revealed, and the executive has the opportunity to recommend additional ones, as well as to reclama the findings. Moreover, unless they cross some organizational red line, first-time<\/i> results rarely result in formal action. A contractual commitment to development<\/b>Typically, the assessor translates critical feedback, positive and negative, into a series of recommended developmental actions that become an explicit part of the exec’s performance contract for next year. Because those developmental actions are in that contract, the organization expects to see results\u2026not just that the actions were taken, but that actual behaviors have changed<\/i>. And if second-time results don’t show improvement, formal action\u2014including termination\u2014can be (and has been!) taken. That’s not just a possibility\u2026I’ve seen it done.That’s the difference between 360\u2070 feedback<\/i>, gathered and given for what it’s worth, and 360\u2070 assessments<\/i>\u2026in which that feedback has real consequences! To be sure, such a system is not foolproof. Individual biases can creep in, but with enough ‘objective’ eyes on the results of the process, personal agendas\u2014on the part of those providing input, as well as those gathering it\u2014are quickly revealed. And in organizations that embrace the notion of 360\u2070 assessments<\/i> as part of their culture and core values, that too can carry consequences. Due diligence for promotion<\/b>In that regard, some organizations (including my own) go so far as to use this same “due diligence” process to determine whether someone should even be promoted to senior executive ranks, with 360\u2070 feedback on a promotion candidate’s leadership worthiness reported to an independent review board of the organization’s most senior leaders. What about that as a replacement for the QRB process!To be sure, such an intensive approach takes time and effort, but I would argue that it’s worth it. An agency’s performance\u2014whether it’s measured by employee engagement scores or its bottom line results\u2014depends on high-performing senior executives. And few would argue that the current SES performance management system, something that many would argue has become a paperwork exercise, truly incents that high performance.No, if we’re serious about ensuring that, we need to put our time and effort where our mouths are\u2026and that includes 360\u2070 feedback with teeth! Now that would make for an interesting SES pilot.<\/p>\n","protected":false},"excerpt":{"rendered":"

Agencies do not use 360\u2070 feedback effectively, so it falls short of the mark for organizational improvement.<\/p>\n","protected":false},"author":7,"featured_media":30678,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_meta-robots-noindex":"","_yoast_wpseo_meta-robots-nofollow":"","_yoast_wpseo_canonical":"","_acf":"","_yoast_wpseo_primary_category":26,"_jetpack_feature_clip_id":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":"","_smg_distribution_targets":[]},"categories":[15,26],"tags":[],"coauthors":[1805],"class_list":["post-12362","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management","category-opinions"],"acf":{"subheadline":"","legacy_arc_id":"5C7UOQKQD5FJHEXGGMBOV4XFYA","arc_canonical_url":"\/opinions\/2015\/04\/15\/putting-some-teeth-in-3600-feedback\/","remove_feature_photo":false,"is_sponsored":false,"subtype":"","redirect_url":"","disable_inline_ads":false,"native_logo_pretext":"Presented 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