Question 1

What is 360°/180° feedback?

Accepted Answer

360°/180° is a practical way in which people can find out how they are perceived by others in their organisation. Once everyone has submitted their feedback, the recipient will get a report that shows them what people appreciate about their style and performance and what behaviours they need to pay more attention to in order to increase their impact and effectiveness.
 
The ORMultiView CDI 360°/180° is a developmental process; it is NOT a job appraisal. The purpose of the activity is to be helpful to the participant - to give them insight into how they can improve their performance.

Question 2

Is the process confidential?

Accepted Answer

The information you provide on the 360°/180° questionnaire will be combined with feedback from other people and used to create a report. The subject of the 360°/180° will receive a copy of the report and no further copies will be made available unless with the express permission of the individual subject.
 
If you are a peer or direct report of this person, you can choose whether or not your name will appear on the report (check the confidential box at the end of the questionnaire if you want your response to be anonymous).

Question 3

How do I use the rating scale?

Accepted Answer

The aim of the 360°/180° is to identify where a person has strengths, where they are performing satisfactorily and where they have areas that may need attention or further development.
 
You will be asked to rate this person's performance against 36 behaviours. The questionnaire on the system assumes that the person behaves satisfactorily against these behaviours and your objective is to indicate where your perception differs from this.
 
In some cases you will want to move the score to the right, indicating that this is an area of strength, but on other occasions you will want to move the score to the left, indicating an area for attention or further development. If you do not know the person well enough to have a clear view, or you believe the question to be irrelevant to their role within the organisation, then please tick Box N/A - Not Applicable.

Question 4

What does the rating scale mean?

Accepted Answer

5 = Role Model: they really stand out in the way they do this, they do it consistently well even under pressure, something that others learn from.
 
4 = Area of Strength: something they clearly do 'better than average', perhaps not always done as well under pressure but a clear strength nonetheless and something you would certainly encourage them to keep doing.
 
3 = Meets Expectations: not something that stands out for this person as being a particular strength but neither does it provide any cause for concern. The way they do this is perfectly satisfactory and meets expectations.
 
2 = Area for Consideration: perhaps they do this inconsistently or fail to do it when they are under pressure. Something that you think is worth considering as an area for improvement.
 
1 = Area for Development: something that the person does not do well, perhaps not part of their natural style and in your experience of them would benefit from some focused development.
 
N/A = not applicable: you do not have sufficient observations or evidence of this behaviour to make an informed judgment.

Question 5

What about giving written comments?

Accepted Answer

Comments are required for all reviews. At the end of the scored questions there are two comments boxes. Participants greatly value written comments that support the ratings provided, and the best comments are those that are qualitative. It can sometimes be difficult to give feedback – people are sometimes worried about how to express themselves in writing or about how the person being reviewed will react. The following points are useful to bear in mind:
 
It's important to tell people what you appreciate about them (this is usually easier), however most people also want to know where they can improve. In our experience, people can be disappointed if their report doesn’t give them any pointers in this direction. You need to be open and honest in the feedback you give – rather than being ‘nice’ or not taking the risk to be straightforward.

Question 6

Some real examples

Accepted Answer

Take a look at these real examples from previous reports. They might not cover the behaviour that concerns you but they each give clear feedback in a constructive way and were appreciated by participants:
Anne - you work hard with your team in order to provide direction – there is no doubting your commitment and passion. There are times however, when you come across as being aggressive rather than being assertive – in particular in meetings when you come across as "teacher/student".

Angela is very committed to delivering to the Customer and engages well with everyone, she can however over commit herself at times which can result in being late for meetings or cancelling meetings.

Probably because of the high profile of the project, I think Andrew seems quite concerned about making an impact at the moment. Sometimes letting outcomes emerge from discussions with contribution from other stakeholders being more effective. Let the results speak for themselves.

John, I know that you are concerned to get things right and in principle I respect your mantra of quality, quality, quality. From my perspective, I think you now need to let the team take more of the responsibility for this – as a leader I would expect you to take a step back and trust them to ‘get on and do’ – there are big challenges ahead and we need to see the wood from the trees.
Some useful phrases
 
If you want something to work on …
I would encourage you to think about the way you …
The biggest opportunity for your growth is to ...

Question 7

Responding to the Personalised Written Question

Accepted Answer

In addition to the two standard written comments, you may be asked to respond to a personalised written question that will appear in some or all reviewers’ questionnaires. The personalised question was created by the participant themselves and is therefore an important question for them to get feedback on.
 
Your response belongs to the individual you are rating – and will only be seen by others if they choose to share it.

Question 8

Who should I choose to rate me?

Accepted Answer

We suggest that you choose a minimum of 6 reviewers, up to a suggested maximum of 20 from the following rater categories:
Yourself (essential)
Direct Manager (essential) - Not 180°
More Senior Manager (optional) - Not 180°
Peer (select 5 - 10 reviewers)
Direct Report (select 3 - 10 reviewers)
Other (e.g other stakeholder, customer, supplier)
You are in control of the process and the main thing is to think through whose feedback you would value receiving, and don't forget that asking someone to complete a 360°/180° for you sends out a powerful message that you value their opinion.
 
We suggest that you let these reviewers know that you would value their feedback and have included them on your list. As soon as you submit their details an email will be sent to them automatically.

Question 9

Participants only - using the Personalised question

Accepted Answer

After you've selected your reviewers you have the option to create up to two Personalised questions and select which type of reviewer gets asked each of these questions. This is your opportunity to really personalise the responses you receive and ask for specific feedback on issues that are relevant to you at the moment. It is an optional facility, however we would encourage you to use it.

Question 10

Where do I get further information?

Accepted Answer

If you have any questions regarding the process please contact us at enquiries@ormultiview.com
Or call 01934 714125

Question 11

What is the TDI?

Accepted Answer

The Team Diagnostic Indicator (TDI) is a process designed for the development of teams.
 
The intention of the TDI is to help identify a team’s strengths and development needs as well as promote constructive dialogue with its various stakeholders. For this reason the team will be encouraged to share and work on its TDI results with its stakeholders. The TDI is a useful development aid and is not intended to be used as an appraisal tool.
 
The TDI collects feedback from identified stakeholders along five specific dimensions: Satisfaction, Process, Creativity, Responsiveness, Task.
 
Satisfaction
In addition to all the systems, processes and structures that can make a difference to a team’s effectiveness, there are some things that are very ‘human’ in nature, reflecting the fact that we are social beings. Pride, energy, trust, going the ‘extra mile’, feeling included, feeling valued for the work you put in – all of these are part of the TDI’s Satisfaction dimension. Large scale research into group performance highlights the important role they play in the dynamics of high performing teams.
Process
In some ways this cluster might be seen as getting some of the ‘basics’ right. Experience and research tells us however, that when people get immersed into a task, they can lose sight of some of the core processes that are required to enable a team to perform more effectively than simply a group of individuals. Handling conflict, decision-making, running effective meetings, the flow of communication, the ability of the team members to speak openly about their thoughts and feelings all play a crucial role.
Creativity
Most teams are engaged in the business of problem solving and implementing solutions – in other words, creative activity. The TDI’s Creativity dimension provides feedback on the extent to which your team is effective in challenging itself, at balancing the big picture with the small detail, at learning from its mistakes, at celebrating its successes at being radical enough when it needs to be.
Responsiveness
All too often, and particularly when under pressure, teams can become inwardly focussed. The ability of a team to respond appropriately to external changes and requirements is a key ingredient in high performance and so the TDI encourages you and your stakeholders to reflect on your ability to focus on your customers, to adapt to change, to respond quickly enough, to welcome feedback from external sources and of course, to deliver results to them.
Task
There is an old saying that teaches us that in the absence of a clear path – any road will do. The Task dimension provides feedback on the extent to which you believe you have clear direction, are aligned around common goals, have clear roles and responsibilities, address the issues which take you away from your goals and receive feedback on how well you are progressing on the journey.

Question 12

How will the TDI be used?

Accepted Answer

The TDI will form an important part of the workshop process. The results of the TDI will be reported, analysed and understood during the course of the workshop. As the team’s view of itself will be compared to how it is viewed by others, it will also provide valuable insight into how effective it is in managing its various stakeholders.

Question 13

As Leader of this team, what do I have to do?"

Accepted Answer

Part of the TDI is collecting views from within the team and then comparing these views with those of stakeholders. In order to do this, each team member (who will be attending the workshop) will have to complete a questionnaire measuring their individual perceptions of the team. Please include as Other Stakeholders members of your team who will not be attending the TDI workshop.
 
You will need to identify the key stakeholders from whom you would like to receive feedback on the effectiveness of the team that you lead. It is advisable that you consult your team as to who they would value receiving feedback from. These stakeholders can represent any individual or groups of individuals that the team has significant interaction with (e.g. customer; supplier, director(s); IPT). As this TDI will be used for development purposes, it is suggested that you identify as many stakeholders as you can – the more that you nominate, the richer your feedback.

Question 14

As a team member what do I have to do?

Accepted Answer

Part of the TDI process is collecting views from within the team and then comparing these views with those of stakeholders. Therefore, as a member of this team it is important to measure your own views of the team. In order for the team to develop, it is essential that you are open and honest with your views.

Question 15

As a Stakeholder what do I have to do?

Accepted Answer

Part of the TDI process is collecting views from stakeholders and then comparing these views with those of the team members. Therefore, as a stakeholder it is important to be open and honest about your views of the team in order for the team to develop.

Question 16

Where do I get further information?

Accepted Answer

If you have any questions regarding the process please contact us at enquiries@ormultiview.com
Or call us on 01934 712125

Frequently asked questions

What is 360°/180° feedback?

Is the process confidential?

How do I use the rating scale?

What does the rating scale mean?

What about giving written comments?

Some real examples

Responding to the Personalised Written Question

Who should I choose to rate me?

Participants only - using the Personalised question

Where do I get further information?

What is the TDI?

How will the TDI be used?

As Leader of this team, what do I have to do?"

As a team member what do I have to do?

As a Stakeholder what do I have to do?

Where do I get further information?