It’s been 10 years since I co-authored the HBR article “Making Yourself Indispensable,” with John H. Zenger and Joseph Folkman. In the article, we provided a model to get useful and actionable feedback on one’s leadership effectiveness, and how to uniquely develop your strengths in those areas.
As I re-read the article recently, I was struck by a statement we made about using an informal 360 to get feedback from colleagues and direct reports: Do your best to exhibit receptiveness and to create a feeling of safety (especially for direct reports). Make it clear that you’re seeking self-improvement. Tell your colleagues explicitly that you are open to negative feedback and that you will absorb it professionally and appropriately — and without retribution. Of course, you need to follow through on this promise, or the entire process will fail.
Unlike formal 360s which usually involve anonymous surveys, informal 360s are based on direct conversations with team members. The informal 360 is incredibly valuable for leaders as a means to seek feedback as well as develop stronger alliances with colleagues. However, as I’ve worked with leaders and teams using informal 360s over the past 10 years, I’ve realized we may have understated the challenges associated with getting actionable feedback from colleagues in this face-to-face assessment format. There are two important points I would like to add to “Making Yourself Indispensable” to help leaders get more out of an informal 360.
Please select this link to read the complete article from Harvard Business Review.