Leadership research tells us that there are at least three components that interact with each other to produce behaviour:
The leader,
The context in which they operate
The people they lead.
At the core of recent leadership thinking is the concept of influence. A leader’s unique role is to influence others – if they are not influencing then they are not leading. How they influence is critical to how well they lead and the impact and impression they leave on those that they influence.
360° means that feedback is received from managers above the focal leader (or participant), at the same level – their peers, and to their direct report, that is in a 360° pattern. The value of a 360° tool is that it provides real feedback to leaders on how their followers and colleagues perceive them.
This feedback provides visibility of the impact and impression they have on others and allows them to continue to do what they are doing well and to adjust or change their approach when their impact is detrimental to others.
One of the key benefits of using a 360° feedback tool is that it is difficult for an individual to dismiss the feedback that is being given particularly when it is consistent across a number of raters. When debriefed by a qualified coach, this feedback can be pivotal in leaders finding a reason for and committing to behavioural change. It can be a powerful way to engage senior leaders in seeing how they influence the mental wellness of others (positively and negatively) and to get buy-in to change.
Over the years, we have had exposure to a range of these tools and believe that the Circumplex Leadership Scan (CLS360) is currently the most robust tool on the market. The CLS360 is an evidence-based, scientifically rigorous assessment of leadership styles and behaviours. Not only is it globally rigorous, it is also normed to the Australian context making it culturally relevant and accurate.
This short video provides an outline of the CLS360, the evidence-based approach that separates it from other leadership tools, as well as outcomes with organisations that have put it into practice.
When implementing a 360° process, consider the following:
A minimum of 10 and up to 25 raters to provide a robust picture of the leader’s style
Raters should be people who have experienced the leadership style for a minimum of 6 months
Debriefs must be conducted by a qualified debriefer to help the individual make meaning of what has been reported
An ethical approach to use of feedback includes the ability to maintain confidentiality unless the rater chooses to be transparent (note: the CLS360 allows both confidentiality and transparency). Where raters provide open feedback, the value of conversations about the feedback is significant.
Call To Action
Providing a mechanism for people to understand the impact of their behaviour on others ensures that you are doing everything you can to support them in being the best they can be - for themselves and as leaders of others. Explore the opportunity for including 360° feedback as part of your leadership development.
Taking it Further
360° feedback is an excellent way to observe the growth of leaders over a period of time. Having participants retake a survey at regular intervals (e.g. every 2 years) can provide valuable data on the evolution of interpersonal skills and the depth of relationships.
When a feedback culture exists in the business and there is confidence that the focal leader understands the value of the feedback, open and transparent feedback (ie not anonymous) enables rich conversations using the report as evidence. These conversations often provide the opportunity for increased understanding of the impact of behaviour, can clear up misunderstandings or misperceptions and can also equip the leader with a deeper understanding of the motivations and needs of the rater.