360° feedback comes from a leader’s peers, direct reports, managers, and other key stakeholders such as board members or customers, and getting the program right from the start is important. When used effectively, a 360 can build self-awareness, engender trust among teams, and pinpoint strengths and ways a leader can grow. But before undertaking this valuable leadership development initiative, there are things all organizations should consider.

A 360° program is most successful when top leaders support and participate in the process. If the program excludes the C-suite, that may send a message the organization is less sincere about building a culture of continuous performance improvement, which is at the heart of a 360.  When the C-suite shares in this experience, they demonstrate a commitment to professional development, convey a willingness to listen and change based on feedback, and show support to the leaders in the program with a “we’re in this together” mentality. That, in turn, will help leaders view the process as valuable and important.

360° feedback is for professional development; it is not a performance review. This is a critical point for several reasons. First, if this concept is new to your organization and leaders are nervous or skeptical about receiving feedback, reinforcing this point can help ease the anxiety. Second, this point paves the way for raters to provide candid, constructive feedback about leaders without fear of reprisal or of “getting someone in trouble”. It’s a powerful message that essentially gives individuals permission to be honest. It also means the tool should not intentionally be used as a means by which to terminate someone.

A successful process requires training of every employee who participates. A key success factor is to train both leaders and their raters. At Human Capital Next, we provide training on why the organization is pursuing the program, what to expect from the process, and how feedback is going to be used. Leaders receive additional coaching on how to prepare to receive feedback, and after the 360, a debrief session to understand their report results and plan for development based on the feedback. Raters also receive additional training on how to effectively rate leaders. This time investment ensures everyone shares the organization’s vision for the program and enters the process with greater clarity, resulting in a more robust feedback report for the leaders.

An organization’s support of leaders should not end once the feedback reports are delivered. Often, organizations will spend time delivering results and helping leaders create personal development plans (PDPs), but then no follow up happens. Research shows that leaders who do not have access to coaches or ongoing support after they receive feedback are less likely to implement behavior change stemming from 360° feedback. The best programs include ongoing coaching and mentorship for supervisors of leaders who have gone through the program, resources for the leaders themselves, and the formation of a peer learning community to make use of cross-leader expertise and guidance.

If your organization is considering implementing a 360° feedback program, consider how ready the organization is to put these elements in place as part of a robust 360° feedback program. Doing so will ensure a successful program and that your leaders receive quality, actionable feedback and are supported in their development over the long-term.