We know that the 360° feedback tool is mainly a tool for development: Because of this, we may encounter some interesting and even inspiring stories.
Let me share two different stories where we can see a clear impact on career progress.
Thomas D. is a manager in a big industrial company. He was seeking promotion to a new position where he would lead 90 employees. When I met with Thomas, I had the result of his 360° report as well as his Hogan Assessment Personality Report.
The personality test helped Thomas to understand his great communication skills with a special ability to easily create networks with people, and get others to share his vision. He also showed a good level of confidence. His 360° feedback report showed us that his boss perceived him as lacking the ability to communicate proactively and his employees did not recognize his broad knowledge capabilities.
This contrast helped Thomas to understand that he has potential to communicate very effectively while his boss who is CEO of the company assumed that he does not want to be bothered with details, so Thomas only communicates with him when it was very important. In the case of his subordinates, Thomas also did not want to communicate too much and avoided going into technical details causing their failure to recognize his deep knowledge. Based on the 360 report and personality test, Thomas was able to realize the importance of using his skills to engage in more effective communication with his boss and subordinates.
In 2016 a senior manager, Daniel H., responsible for business development at an international industrial company took part in the 360° feedback as part of the company’s continuing management program. Daniel is in charge of 40 employees and his job requires being very flexible, and to negotiate with different partners and distributors to meet their expectations. He spends much of his working time going from meeting to meeting around the country.
His result showed his strong negotiating skills but also the need of the team for more frequent contact with him. It revealed that they want and need more feedback from him. He was used to conversing with them only when he needed to tell them about actions that needed to be taken and to inform them of the next strategy. They do not feel much confidence when feedback was not provided about projects they were running. Daniel was surprised because he perceived himself as approachable, easy to talk to and did not realize that due to the nature of his job he was losing contact with some of his subordinates. While his initial reaction was shock, when he read the comments, he understood more about what was going on. After taking in the feedback, Daniel sat the team down and shared what he had heard. He explained that while it had not been intentional, he now knew that his behavior was having a negative impact on their relations. He explained to them that he thought that business affairs are not meant to be personal and emotions should have no place in business.
He now realizes that he can nurture relationships with others and let the emotion come through without becoming too personal and losing focus on the job.
Mgr. Munír Hassairi