Relationship-based 360-degree feedback is used most frequently with managers and leaders within organizations. It differs from competency-based feedback in many ways, including:

• Feedback is typically open (not confidential)
• Feedback recipients invite providers to participate (as opposed to being randomly selected)
• Feedback is usually bi-directional (because it is subjective information about the relationship versus competency-based feedback, which attempts to generate objective data)

Following is a simple process to facilitate useful relationship-based feedback and some examples of how the various feedback tools are commonly used.

RELATIONSHIP-BASED FEEDBACK

Facilitators typically like to start with self-assessment and ask everyone who will participate in the feedback process to complete the SDI and/or Portraits as part of a group. These groups also are involved in designing the feedback process and determining the results they would like to achieve through it. Because of the nature of this feedback, many people find themselves in two roles - both feedback provider and feedback recipient.

Feedback recipients then determine who they would like to receive feedback from and distribute the feedback tools. A facilitator typically summarizes the information into a 360-degree report and coordinates individual or group meetings to discuss the feedback results. Individual meetings provide an opportunity to consider all available feedback from each provider, and group meetings provide time to consider all feedback generated from the same tool for one recipient at a time.

When feedback recipients have reviewed all their feedback, they create some type of action plan and communicate that plan to the people who will be affected by it or could help to achieve it. Ideally, some type of formal follow up work is also done, though many feedback programs actually leave this step for the participants to work out on their own.

More about SDI Feedback and Expectations tools…

INTEGRATING MULTIPLE FEEDBACK TOOLS

Because SDI Feedback and Expectations tools are based on Relationship Awareness, they fit together well and provide insights that make them worth more than the sum of the parts. For example, providing 360-degree feedback to a leader about the expectations of the leader is very useful. Yet when we add the dimension of feedback showing what people actually see the leader doing, we can compare the perception of the current situation with the expectations that, if fulfilled, could bring about a better situation. The SDI Feedback Edition is frequently combined with Portraits to add depth and specificity to the feedback arrow. For example, if a person is seen as more Green on the SDI Feedback Edition, some Green strengths are usually found higher on the Feedback Portraits.

Facilitators who use these tools find new and insightful connections all the time. The tools are flexible enough to be adapted to new uses too. One we like is using the Feedback Portrait of Personal Strengths to set expectations - ask feedback providers to rank strengths based on what they would like to see in a leader, then compare it to the leader's Portrait.

For a case study about the SDI in 360-degree feedback, click here…