Acting On 360-Degree Survey Results: How to Give Feedback That Actually Works

So, you have successfully completed your 360-degree leadership survey and collected valuable insights from multiple employee perspectives. The real work begins now, because without providing feedback even the most comprehensive and insightful survey results become meaningless information. Research shows that for any leadership survey to be worth its while, there needs to be a system for collecting and distributing feedback, along with providing your team members with personal guidance and measurable success criteria. For this reason, transforming raw survey data into actionable development conversations is necessary – requiring strategic planning and skillful execution. 

 

First create the right environment 

Before diving into specific feedback techniques, it must be pointed out that for feedback to be an effective tool, leaders should establish the workplace as a safe psychological environment. Here are three pointers for cultivating a workplace that is conducive to effective feedback: 

1. Start by regularly scheduling dedicated time for feedback conversations – rather than rushed five-minute hallway discussions.  
2. Choose a private, comfortable setting where both parties can speak openly without interruptions. 
3. Frame feedback conversations as a growth opportunity rather than a performance review. Begin by explaining that the purpose is professional development, not corrective actions. This approach immediately reduces defensiveness and encourages receptive listening. 

For tips on giving feedback, read our blog, “The art of communicating feedback.” 

 

Effective feedback pays dividends that impact the company’s bottom line 

The investment in providing effective feedback delivery pays dividends through improved leadership effectiveness, stronger team relationships, and enhanced company performance. Remember, the goal is not just to share information – it is to inspire and guide positive change that creates lasting value for everyone involved. 

 

Here are 3 important aspects of providing effective feedback: 

1. Master the art of balanced delivery 

Effective feedback delivery requires a careful balance between acknowledging strengths and addressing development areas. Start conversations by highlighting specific positive behaviours identified in the survey. For example, a statement like, “Your team spoke highly of your ability to make quick decisions under pressure,” provides concrete validation. Subsequently, it is helpful to transition to development opportunities using collaborative language. Instead of saying “You need to improve communication,” try “The feedback suggests opportunities to enhance communication effectiveness. What are your thoughts on this? This approach invites dialogue rather than imposing judgment.  

2. Apply proven feedback frameworks 

There are several structured approaches you can follow to enhance feedback effectiveness. The SBI model (Situation-Behaviour-Impact) works particularly well with 360-degree results. In one simple example, you might say, “During yesterday’s team meeting (situation), when you interrupted Sarah three times (behaviour), it made her appear less confident and reduced her contributions to the discussion (impact).”  

3. Involve recipients in solution development 

Transform feedback sessions from one-way “presentations” into collaborative problem-solving discussions.  

• After sharing survey insights, ask recipients to identify patterns they notice. Often, they will recognise issues you have not even highlighted, leading to more comprehensive self-awareness. 

• Next, engage them in creating development plans. Ask questions like, “Which feedback area would you like to tackle first?” and “What support do you need to make these changes?” 

This participatory approach increases ownership and follow-through rates significantly.  

• Encourage recipients to share their perspectives on feedback. Sometimes, survey results reflect situational factors or misunderstandings that call for discussion. However, avoid letting these conversations become defensive arguments about feedback validity. 

 

What feedback do you consider invaluable? Listen to Kerstin’s podcast here for tips on delivering meaningful feedback. 

Are you keen to use giving and receiving feedback to enhance performance and strengthen relationships? Here are 10 practical do’s & don’ts for effective feedback from Centre for Creative Leadership: 

1. Discuss actions without judgment. 

• Do: Provide feedback that helps and supports employees. Feedback is about addressing specific actions – it is not about fixing employees. 

• Don’t: Judge individuals. This can make people feel defensive by sending the message that only you know what is right or wrong.  

2. Make sure the feedback is clear. 

• Do: Present clear and honest feedback, whether it is negative or positive. Encourage someone to repeat productive behaviours by telling them what is going well so they can keep doing it. 

• Don’t: Offer generalised, clichéd catchphrases that are vague. 

3. Speak for yourself, not others. 

• Do: Deliver feedback based on the information that you know and make it clear the feedback is coming from you. 

• Don’t: Drag a third party’s name into the mix. This can confuse the recipient, who then wonders why others are talking about them behind their backs. 

4. Embrace the value of negative feedback. 

• Do: Know that negative feedback can be a positive experience for employees. Our research suggests that most people actually prefer receiving more negative feedback than they are getting. 

• Don’t: Sandwich negative feedback between positive messages. When you sandwich the feedback, employees will learn to ignore the first (positive) part because they know the bad news is coming next. And they won’t hear the last (positive) part because they will be focusing on the bad news.  

5. Be intentional with the words you use. 

• Do: Think about what you will say before you say it. Like any skill, giving effective feedback requires practice – so plan time to rehearse the conversation if you need to. 

• Don’t: Use exaggerations such as “always” and “never.” Words like these can make people feel defensive because there is usually one time that was an exception. 

6. Stick to feedback about behaviour. 

• Do: Be specific about the behaviour you observed. 

• Don’t: Psychoanalyse the motives behind the behaviour. It could be a divorce, resentment over a co-worker’s advancement, or burnout, but whatever you think you know about someone’s intents and motives is probably wrong. 

7. Know the limits. 

• Do: Be concise and limit the number of examples and key points. People need time to process the information they have received. 

• Don’t: Go on too long or pile on with too many similar examples. 

8. Deliver feedback with care. 

• Do: Show empathy. By showing that you genuinely care about their welfare, you’ll increase feedback recipients’ interest and enthusiasm for accepting and using the feedback. 

• Don’t: Imply a threat. Telling someone their job is in jeopardy does not reinforce good behaviour or illustrate bad behavior. It only creates animosity. 

9. Keep snide comments to yourself. 

• Do: Deliver feedback with the tone appropriate for your team and culture. 

• Don’t: Use inappropriate humor and do not substitute sarcasm for feedback. 

10. Make declarative statements. 

• Do: Be direct, so the feedback conversation can be more effective. 

• Don’t: Phrase feedback as a question. This is too indirect to be effective, and it may even be interpreted as sarcastic: Really? 

 

In summary 

Feedback can be a powerful business tool to help us grow, learn, and build effective relationships, if we use it wisely and respectfully. Implemented correctly, feedback is a catalyst for personal and professional development. It helps individuals recognise their strengths, identify opportunities for growth, and encourages a mindset of continuous improvement. When shared thoughtfully, feedback not only boosts performance and morale but also deepens trust and communication within teams. 

Would you like leadership coaching in the art of giving and receiving feedback? Kerstin Jatho provides personalised coaching to develop leaders and managers who want to inspire and guide their teams to success.

Contact Kerstin Jatho here for help.

Over to you for sharing your comments and experiences.