Leveraging The Impact Of 360-Degree Feedback, Second Edition
Leveragingthe Impact of360-Degree Feedback501-84359 ch01 4P.indd 13/18/20 1:12 PM
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Leveragingthe Impact of360-Degree FeedbackSECOND EDITIONJOHN FLEENORSYLVESTER TAYLORCRAIG CHAPPELOW501-84359 ch01 4P.indd 33/18/20 1:12 PM
Leveraging the Impact of 360-Degree Feedback, Second EditionCopyright 2020 by Center for Creative LeadershipAll rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form orby any means, including photocopying, recording, or other electronic or mechanical methods, without theprior written permission of the publisher, except in the case of brief quotations embodied in critical reviewsand certain other noncommercial uses permitted by copyright law. For permission requests, write to thepublisher, addressed “Attention: Permissions Coordinator,” at the address below.Berrett-Koehler Publishers, Inc.1333 Broadway, Suite 1000Oakland, CA 94612-1921Tel: (510) 817-2277, Fax: (510) 817-2278www.bkconnection.comOrdering information for print editionsQuantity sales. Special discounts are available on quantity purchases by corporations, associations, and others.For details, contact the “Special Sales Department” at the Berrett-Koehler address above.Individual sales. Berrett-Koehler publications are available through most bookstores. They can also be ordereddirectly from Berrett-Koehler: Tel: (800) 929-2929; Fax: (802) 864-7626; www.bkconnection.comOrders for college textbook/course adoption use. Please contact Berrett-Koehler: Tel: (800) 929-2929; Fax:(802) 864-7626.Distributed to the U.S. trade and internationally by Penguin Random House Publisher Services.Berrett-Koehler and the BK logo are registered trademarks of Berrett-Koehler Publishers, Inc.Second EditionPaperback print edition ISBN 978-1-5230-8835-5PDF e-book ISBN 978-1-5230-8836-2IDPF e-book ISBN 978-1-5230-8837-9Digital audio ISBN 978-1-5230-8838-62020-1Book producer: Westchester Publishing ServicesCover and text designer: Kim Scott, Bumpy Design
ContentsForeword by Cynthia D. McCauleyIntroductionvii1CHAPTER 1Purposes and Uses of 360-Degree Feedback6CHAPTER 2Using 360-Degree Feedback for Talent Management22CHAPTER 3Characteristics of the 360-Degree-Feedback Process30CHAPTER 4Implementing 360-Degree FeedbackCHAPTER 5Facilitating 360-Degree Feedback4264CHAPTER 6Factors Affecting the Validity of 360-Degree FeedbackCHAPTER 7Avoiding Common Pitfalls of 360-Degree FeedbackCHAPTER 8The Future of 360-Degree Feedback728898Appendix A: Benchmarks for Managers Orientation Template105Appendix B: Benchmarks for Managers FeedbackWorkshop Template 113Glossary121References125Recommended ResourcesAcknowledgmentsIndex133139141About the Authors147About the Center for Creative Leadership151About the Center for Creative Leadership’s Assessment Certification Workshop153v501-84359 ch01 4P.indd 53/18/20 1:12 PM
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ForewordFeedback as an essential element for leader development is deeply rooted at theCenter for Creative Leadership (CCL). Early architects of our leader developmentprograms were big proponents of experiential training in which individuals wereobserved and given feedback. The Situation-Behavior-Impact framework for providing actionable feedback to others is a staple across our leader development portfolio. Way back in 1978, CCL published its first review of available instruments forproviding systematic feedback to managers, which at that time was primarily upwardfeedback from employees to bosses. Thus, it should be no surprise that CCL hasbeen at the forefront of research, design, and delivery of 360-degree feedback.Today, 360 feedback is a well-known and often used tool for development. It hasthe potential to provide a unique level of clarity about one’s strengths and areas fordevelopment and to motivate efforts to change and grow. Yet implementing 360feedback in an organization is complex. There are numerous design choices to make,trade-offs to consider, details to pay attention to, pitfalls to avoid, and people tohave on board. Doing it right has its payoffs: a process that generates crediblefeedback and encourages participants to change troublesome behaviors, developnew skills, or strengthen critical relationships.I can’t think of a better trio of colleagues—John Fleenor, Sylvester Taylor, andCraig Chappelow—to advise and guide your efforts to implement an impactful360-degree feedback process. Together they bring deep knowledge of 360 feedbackresearch, expertise in feedback instrument design, and years of experience in bothfacilitating feedback sessions with individuals and helping organizations design andimprove their overall 360 feedback processes. And all this put together in apractical, straightforward guide.In this second edition of the book, you can anticipate being treated to the latestinsights and experiences from the field. For example, integrated talent managementprocesses are the expectation these days. What role does 360 feedback play intalent management? And digital transformation is on every organization’s radar.vii501-84359 ch01 4P.indd 73/18/20 1:12 PM
viiiFOREWORD BY CYNTHIA D. McCAULEYHow will leader assessment and feedback take advantage of all this newand powerful technology? Just when we thought we had our arms around360 feedback, we are being pulled in new directions, and there’s more todiscover.Cynthia D. McCauleySenior Fellow501-84359 ch01 4P.indd 83/18/20 1:12 PM
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Introduction501-84359 ch01 4P.indd 103/18/20 1:12 PM
For today’s organization, creating and maintaining a high-performingculture is a critical concern. For organizations striving to maintain thesecultures, providing accurate and relevant feedback to leaders is a key issue.The most valuable tool for providing feedback to leaders is 360-degreefeedback. Known also as multirater or multisource feedback, 360 feedbackhas become one of the most significant innovations in the leadershipdevelopment field (Chappelow, 2004). It has been called one of the mostnotable management innovations in recent times (Atwater and Waldman,1998). Since the late 1980s, 360 feedback has gained increasing acceptanceand significance in organizations (Dutton, 2019; Silzer and Church, 2009).About This BookAs one of the original architects of 360 feedback during the mid-1970s, theCenter for Creative Leadership (CCL) has made significant contributions toits theory and practice. The approach wasn’t known as “360 feedback” backthen, but since that time, CCL has provided 360 feedback for over 1.2 millionparticipants involving over 10 million raters. The guidance in this bookdraws on the lessons learned through research and practice at CCL, whohas partnered with thousands of clients to deploy 360 feedback processesin their organizations, both large and small, around the world.This publication represents the second edition of Leveraging the Impactof 360-Degree Feedback (Fleenor, Taylor, and Chappelow, 2008). It presentsan updated perspective of CCL’s vision of how to successfully implement a360 process in an organization. While there are other successful methods forimplementing 360 feedback, we will focus on how to optimize 360 feedbackwhen used for leadership development purposes. The recommendations inthis book provide guidance based on CCL’s research and practice and theexperience of our clients.The second edition of Leveraging the Impact of 360-Degree Feedback isdesigned to update advances in the field during the past 10 years. Inaddition to revising the treatment of each topic in the chapters, we haveadded four new chapters: Using 360-Degree Feedback for Talent Management, Factors Affecting the Validity of 360-Degree Feedback, AvoidingCommon Pitfalls of 360-Degree Feedback, and a dedicated chapter on theFuture of Leader Assessment, which is a current stream of research at CCL.1501-84359 ch01 4P.indd 13/18/20 1:12 PM
2LEVERAGING THE IMPACT OF 360 -DEGREE FEEDBACKDespite the popularity of 360 feedback, research has generally laggedbehind practice—there has not been a great deal of recent research focusingon the complex process of implementing 360 feedback (Church et al.,2019a). Many of the relevant studies were published during the heyday of360 research during the 1990s. This book relies heavily on this research tosupport its conclusions; however, there are still some areas of 360 feedbackthat have not been extensively researched. In these cases, we will providewhat we believe are best practices based on CCL’s experience.There is also little agreement in the literature on the terminology used in360-degree feedback (also referred to as multisource feedback). For simplicity’s sake, in this book, we generally refer to it as 360 feedback. The individual being assessed is the participant. The participant selects severalcoworkers (called raters) to participate in the feedback process. Thesecoworkers often include peers and direct reports. The participant’s directboss is referred to as the manager. Other raters can include higher-levelmanagers, clients, and family members.This book is targeted toward internal and external organizationalconsultants who are considering the implementation or expansion of 360feedback in their organization’s leadership development or talent management initiatives. It reveals what CCL has learned about 360 feedback sincepioneering this practice in the 1970s. For example, It should not be implemented as a stand-alone event. In addition tothe assessment, there must be developmental planning and follow-up. Management support is critical for a 360 process and for persuadingparticipants to set specific development goals. The 360 feedback process works best if it begins with top leadership(e.g., the chief executive officer [CEO]) and then cascades through theorganization. A flawed administration of a 360 feedback process can be fatal tofuture administrations. The timing of the 360 process should consider organizational realitiesthat could reduce its impact.How to Use This BookFirst and foremost, you can use this book to ensure 360 feedback will besuccessful in your organization. It contains step-by-step recommendations501-84359 ch01 4P.indd 23/18/20 1:12 PM
INTRODUCTION3for successful implementation based on best practices that CCL has observed and tested over the years. Much of the guidance is grounded inresearch that provides a solid foundation on how 360 works. This researchis cited throughout the book so you can broaden your understanding of thisessential development tool.For a recent, more comprehensive review of the literature on 360 feedback,you can consult The Handbook of Strategic 360 Feedback (Church et al.,2019a). The References and Additional Resources listed at the end of thisbook provide more in-depth treatment of various issues in 360 feedback.Additionally, there is a glossary that defines commonly used terms in360-degree feedback.How This Book Is OrganizedThe book is orga nized into eight chapters. Chapter 1 describes the purposes and uses of 360-degree feedback, how it works, why it is needed,the importance of multiple perspectives, and the role of 360 feedback indeveloping leaders for organizational roles. In chapter 2, we discuss the useof 360 feedback for talent management purposes, including competencymodeling.Chapter 3 outlines the key features of a 360 feedback process andpresents a model of the characteristics of 360 feedback highlighting thenature and quality of the feedback provided to participants and theirorganizations. Chapter 4 deals with implementing a 360-degree feedbackprocess, including clarifying the need, checking to see that your organization is ready, the differences between standard and customized instruments, how to prepare participants and raters, and how to collect the data.Chapter 5 describes how to facilitate the feedback and deals with issuessuch as setting the context, working in one-on-one sessions, and theagreement between self- and others’ ratings. In chapter 6, we cover thefactors that affect the validity of a 360 process and how to improve it.Chapter 7 focuses on the reasons why 360 feedback processes fail andhow to prevent them. And in chapter 8, we discuss the future of leaderassessment, focusing on the use of advanced technology for assessmentand feedback.Additional Resources in This BookThroughout the book we include worksheets, checklists, and other tools touse or adapt in planning and implementing a 360 process in your organization. In addition to the list of the references we cite in this book, we501-84359 ch01 4P.indd 33/18/20 1:12 PM
4LEVERAGING THE IMPACT OF 360 -DEGREE FEEDBACKinclude a list of recommended resources that provide a broader, deeperexamination of 360 feedback.As discussed, the primary purpose of this book is to provide a game planfor implementing a successful 360 process in your organization. We havetried to include all of the critical information needed to accomplish this.While there is a lot of theoretical research and legal writings on 360 feedback available in the literature, in this book we focus on the application of360 feedback in organizations. A number of topics are beyond the scope ofthis book and therefore are not discussed in detail, including: Regulatory/legal aspects of administering 360 feedback, such as theGeneral Data Protection Regulation (GDPR) of the European Union The use of alternative rating scales in 360 feedback Personality and 360 feedback Bias in 360 feedback Cross-cultural factors in 360 feedbackIf you desire more information on these topics, we have included references in the Recommended Resources section that cover these subjects indetail.501-84359 ch01 4P.indd 43/18/20 1:12 PM
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CHAPTER1Purposes and Uses of -Degree Feedback501-84359 ch01 4P.indd 63/18/20 1:12 PM
What you’ll learn in this chapterThis chapter presents some of the considerations for implementing a 360-degree feedback process in an organization. We describe the distinct differences between feedback for performanceand selection, and feedback for developmental purposes. Additionally, we state CCL’s approach for using 360-degree feedbackfor leadership development. In the subsequent chapters, we describe using a developmental approach in 360-degree feedbackinitiatives in organizations.501-84359 ch01 4P.indd 73/18/20 1:12 PM
8LEVERAGING THE IMPACT OF 360 -DEGREE FEEDBACKMost employees want to do a good job; however, many are unaware of theimpact that their behavior has on their job performance. Feedback can helpemployees identify what they are doing well and to build on those skills,correct problems, and develop new skills that improve the organizations inwhich they work (CCL, 2019b).Feedback is usually defined as information provided to an employeerelated to the behavior of that person on the job and the results of thatbehavior. It’s usually intended to strengthen desired behaviors or to suggestchanges in undesired behaviors. Feedback can be a powerful stimulus forchange under the following conditions: The feedback tells the person something impor tant is not as itshould be. The person is able to focus their energy constructively. The person has the resources to turn this energy into action.Almost all of us want to know how well we are doing our jobs. In fact,when we do not receive feedback, we often seek it on our own by askingothers (managers, coworkers, and friends) to provide feedback on ourperformance. Receiving feedback is an important motivational factor thatcan lead to increased satisfaction. Feedback is important because it canenhance self-awareness by highlighting strengths and can facilitate growthby pointing out areas in need of development. We learn from the outcomesof our behavior, and feedback is an important factor in helping us improveour performance. That’s why 360 feedback has gained such popularity andimportance for providing developmental feedback to leaders (Fleenor andTaylor, 2018). Further, the impact of 360 feedback can be significant whenit is embedded in a larger leadership development process. A great deal ofresearch has found that 360 feedback can improve performance and leadto behavior change over time (e.g., Atwater, Brett, and Charles, 2007; Dai,Meuse, and Peterson, 2010; Nowack, 2019; Smither, London, and Reilly,2005; Walker and Smither, 1999).Despite its potential to bring about positive behavioral changes anddevelop leadership across organizations, feedback remains a rare commodity in day-to-day organizational life. People generally don’t like to providefeedback to others, especially if it’s negative. Managers often considerconducting performance reviews, often the only feedback some employeesreceive about their work, as one of the most difficult and unpleasantaspects of their jobs (Taylor, 2014).501-84359 ch01 4P.indd 83/18/20 1:12 PM
CHAPTER 1 PURPOsEs AND UsEs OF 360-DEGREE FEEDBACK9The History of 360-Degree FeedbackThe 360-degree-feedback method began as a development tool for leaders.In the late 1970s, organizations began using standardized methods to collectbehavioral feedback. In 1978, Morrison, McCall, and DeVries published aCenter for Creative Leadership (CCL) report that reviewed 24 assessments inuse at that time and offered advice about the strengths and weaknesses ofeach. This report has been updated periodically by CCL (Van Velsor andLeslie, 1991, Jan., Dec.; Leslie and Fleenor, 1998; Leslie, 2013). By the late1980s, the term 360-degree feedback began to be linked with these procedures. Van Velsor and Leslie (1991, Dec.) refer to multirater assessment as“360-degree feedback” in Feedback to Managers, Vol. II. The first attempt tointegrate existing knowledge about this process was provided in 1993 in aspecial issue of Human Resource Management that was edited by WalterTornow, who was then CCL’s vice president of research. In 1998, Tornowcoedited a volume with Manual London, Maximizing the Value of 360-DegreeFeedback, which further documented CCL’s expertise on the topic.After that, the field grew rapidly with 360 feedback gaining increasingacceptance and significance in organizations (Bracken, 2019; Silzer andChurch, 2009). The process continues to grow internationally—it is currently used extensively in North and South America, Europe, and Australiaand has gained acceptance in Asian countries.The Qualities of 360-Degree FeedbackThe primary purpose of 360-degree feedback is to provide accurate anduseful feedback on leadership effectiveness to leaders and their organizations (Fleenor and Taylor, 2018). This process includes collecting andreporting coworkers’ (i.e., raters) ratings of a leader’s (i.e., participants)effectiveness and providing feedback and coaching for each leader. Traditionally in organizations, feedback has come from a single source: themanager. But that approach provides only a limited perspective of a leader’seffectiveness. Without the operational and technological advances of 360feedback, receiving feedback from multiple sources would be impracticaland too expensive for most organizations to implement.Throughout the 360 process, behavior change that is valued by theorganization is created in leaders (Bracken, Rose, and Church, 2016). Theimplementation of 360 feedback has been shown to improve the financialperformance of organizations. For example, 360 feedback was found to501-84359 ch01 4P.indd 93/18/20 1:12 PM
The second edition of Leveraging the Impact of 360-Degree Feedback is designed to update advances in the ield during the past 10 years. In addition to revising the treatment of each topic in the chapters, we have added four new chapters: Using 360-Degree Feedback for Talent Manage-
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