Are 360-Feedback Programs Just Excuses For Poor Management?
While reading a recent article by Liz Ryan in BusinessWeek, one of the “Ten Management Practices To Axe” stuck out – Eliminate 360 Feedback. In her summary of this time-honored (and often revered) practice, she calls it “brainless and injurious.” Here’s her thoughts:
“I have a second-grader, and if my second-grader has something to say to his little friend Dylan, I encourage him to say it directly. I don’t tell him, “Fill out this form, and we’ll have the other kids fill out forms, too, and then we’ll tell Dylan what all the kids think of him, anonymously.” Apart from the fact that my kid doesn’t know what “anonymously” means, this is very bad coaching for a budding communicator. The 360-degree feedback system is a crutch for poor managers. We need more forthright discussion among our teams, not sneaky group feedback mechanisms masquerading as career development tools. What to do instead: Ditch the 360 system and teach your employees how to give one another constructive criticism. (Teach your managers how to do it, too.)”
So, what do you think? Do managers hide behind 360’s to avoid real, productive feedback? Let us know.
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