360-Degree Feedback - Overall Results

My Other’s Other’s Other’s Other’s Other’s Other’s

Skills and Activities
Score Score Score Score Score Score Score
MANAGEMENT SKILLS
Making time for important
1 discussions on problems and
decisions
Demonstrating the big picture so
that people understand clearly
2
the importance of their role and
associated tasks
Keeping in touch with targets
3
and goals of individuals
Communicating in an effective
and timely manner on changes
4
affecting the organization and
the team member’s role
Making the person feel an
5 important, trusted and valued
member of the team
Giving constructive feedback
6
that helps to build confidence
Understanding when to offer
7 advice and coaching and when
to let people continue
Clarifying how success will be
8 measured; helping people to set
clear visions and objectives
Regularly checking on targets
9 and agreeing further support
needed, as appropriate
Finding projects to stretch skills
10
base

COMMUNICATION SKILLS
Using a productive questioning
technique that encourages team
11
members to think about
consequences of actions
Taking care to communicate
12 clearly, to avoid any chance of
mixed messages

13 Using active listening skills

 Being careful to manage their
14
own emotions professionally
Dealing with the emotions of
15
others productively
Remaining neutral when talking
16 about issues: paraphrasing and
summarizing but not judging

WORKING WITH CLIENTS

Demonstrating that clients are
17
the number one priority
Ensuring that all individuals
18 know their main clients (users of
results) and their needs
Demonstrating professionalism
19
at all times
Providing proactive responses to
20
clients
Demonstrating a high level of
21 technical knowledge that
inspires confidence
Responding within agreed
22
timescales
Checking clients’ satisfaction
23
levels
Ensuring that team members
24 get appropriate exposure to
clients

MANAGING PERFORMANCE
Giving timely feedback on
25 progress towards performance
goals
Giving constructive, clear and
26 open feedback on strengths and
development areas
Managing performance issues
27
objectively and at an early stage
Ensuring that feedback is not
28
personal
Finding opportunities to
29
celebrate success
Pointing out when people get
30 things right and not only when
they make errors
 Facilitating creative thinking to
31 find opportunities to increase job
satisfaction
Recognizing that mistakes are
32
important for development
Making performance reviews
33
motivating and productive
Being honest about career
34
prospects

TEAM BUILDING
Looking for ways to increase the
35
effectiveness of the team
Encouraging teamwork, trust
36 and communication between
peers in the team
Seeking ideas from the team on
improving processes, policies or
37
teamwork and actively following
through the ideas
Taking time to discuss goals,
38 interests and issues that
concern individuals in the team
Managing conflict appropriately
39
in the team
Seeking feedback from the team
40
on performance as a manager
Using any feedback received to
41
change style or methods

OPTIONAL COMMENTS

Strengths areas:

Development areas:

Plan of action:
Points to Consider
 Analyse the overall results together, looking for trends, similarities, gaps in perception (positive
and negative), unusual variations. Are there any specific categories that stand out? For example,
are clients’ management skills scored higher than their team-building skills?

 Discuss the outcomes and identify strengths and areas for improvement that clients wish to
take action on. Keep the action planning specific and prioritize areas, working on two or three
areas to develop into an action plan.

 Check that clients have selected individuals randomly, to ensure no positive or negative bias.

 If clients identify more than three areas to work on improving, develop a plan to work on the top
three first, then the next three and so on.

 It is important to identify strengths as well as areas for improvement, so ensure that your clients
look at their strengths and understand how they can continue to use these as a resource.