The 360 results page provides participants with helpful information they can use to grow as a leader. It is important to debrief the results with participants so they can identify their leadership growth strategy. It is not your job to interpret the results for them; it is your job to create a safe and supportive, no-judgmental space to help them process the feedback.

Q: How/when do I release the 360 results?

A: The 360 results may be released once one of the following criteria has been met:

  • The minimum feedback required has been received

  • The minimum number of days (e.g., 21 days) have passed, regardless of responses

Ensure you have all the feedback you need/want before you release the results. Once results are released, no additional feedback will be accepted.

It is recommended that you release the 360 results during a meeting with the participant so you can review their feedback together and you can support and guide them to constructively process the information. However, don’t feel that you have to rush through all of the feedback in one meeting; it may take a couple sessions to work through everything. One option is to set homework for the participant to review a section of results and note the main themes, etc.

See tips for releasing 360 results for more information.

Q: What do the 360 results mean?

A: See how to interpret the 360 results page for definitions. Additionally, if the participant is using the Torch Leadership Assessment, it may be helpful to learn more about the Torch Leadership Assessment Domains.

Q: What should I review with the participant?

A: It is suggested to examine the 360 results in increments, beginning with strengths to set the foundation for the more difficult constructive feedback, and ask the participant questions such as:

  • What stands out to you about this feedback?

  • What do you notice?

  • What feels most true?

  • What is surprising?

  • What is hard to hear?

  • What are you curious about?

  • What themes are you noticing?

Q: What if some of the feedback is upsetting to the participant, or they do not agree with it?

A: Remind them that these are simply a set of perspectives—not an absolute “truth”. Encourage them to hold and explore the feedback with curiosity; e.g.:

  • What could you learn from this?

  • Is there any part of it that feels true?

  • Why do you think someone might have this perspective?

  • Who could you ask for more information or clarity on this?

Also acknowledge that seeking and hearing feedback is courageous, uncomfortable, and can feel vulnerable; however, it’s the best and fastest way to grow. Give empathy AND kudos to the participant for doing the hard work to grow as a leader. You can also share your experience or feelings about receiving feedback in the past to help normalize it for them.

Q: What do I do after debriefing the 360 results?

A: Once you and the participant have thoroughly reviewed their results, you can guide them to identify one to three main areas for development, or goals. The goals may be identified by the 360 (e.g., related to the domains with the lowest scores) or based on a combination of feedback and objectives.

Q: Why and how should participants identify goals?

A: Insight from the 360 helps one to establish a leadership development plan with specific goals. Specifically, the hidden opportunities may be a great initial starting point to help bring awareness to their areas of opportunities. You can help participants look for themes to inform their developmental goals.

The sections below outline answers to some frequently asked questions that you can provide to participants.

Why should I set goals as part of the 360 debrief?

Becoming a better leader is hard and takes work; establishing goals can help you set a path to success.

There's a good analogy with personal training for professional athletes here: the more you wish to excel, the more structure and hard work is required. The effort is worth it in terms of the quality of outcome.

It would be hubris for a professional athlete to think they could reach their full potential without a structured plan and exceptional effort. Is becoming an excellent professional leader any less challenging or complex? We say no.

How should I go about setting goals?

Most development goals are complex and challenging exercises in behavior changes. As such, each goal deserves its own approach that is heavily guided and supported by an expert.

Set SMART goals and actions. Becoming a stronger leader involves a process of behavioral change, which is challenging. Try to set goals that are just outside your comfort zone. As you progress, what is new and strange and uncomfortable will become routine. This new normal then becomes a jumping off point for practicing new skills and behaviors that take you farther. To develop better behaviors, set actions that will help you improve, or at least experiment, and then practice new actions.

Effective goals and actions are typically S.M.A.R.T.: Specific, Measurable, Achievable, Relevant, and Time-bound.

Generally, we believe that leadership is best developed by setting goals that are as specific as possible. The concept of leadership is broad and often used as a buzzword. Specificity ensures we stay on target. Specific goals are small, manageable, and incremental steps in a positive direction. Specific goals are also more apt to be measurable; this is an essential part of the process because it helps you see whether the progress you make resonates with your team.

Goals should also be personal and relevant to the individual. All leaders don't pursue the same path—they’re not even reaching for the same peak. The more personally resonant a goal is, the more likely you are to achieve it.

We encourage you to pursue growth in an iterative fashion. Seek many small steps versus one giant leap. Smaller steps are easier and build upon each other. In addition, each step offers the possibility of feedback which allows you to adjust course. Even if you are capable of transformational leaps, you want to land on solid ground.

Ask for frequent feedback. Leadership by its essence involves deep and impactful relationships with others. To become a better leader, one needs to collect regular evidence to understand a range of things.

Choose a set of colleagues to help you make progress and ask them to share their thoughts on your progress. For instance:

  • What behaviors are effective for my short and long term goals?

  • How is my behavior perceived by others?

  • How can I develop better relationships, taking into account various roles and communication styles?

We can't answer these questions through logic or genius alone; we need feedback from others.

As Steve Blank famously put it: There are no facts inside the building. In this particular case: the building is our own mind. We need to regularly get out of our head, and hear from our stakeholders. As such, collecting regular feedback on our goals is important.

Process feedback. Of course, reading feedback is the easy part. Correctly interpreting and applying it is the real challenge and is difficult for even the most experienced leader. There are a host of hurdles to overcome, including, but not limited to:

  • Our innate resistance to criticism or new perspectives

  • Vague or bland feedback, perhaps due to the desire to be sensitive

  • Broad or overly-general feedback that can't be acted on

  • Ad-hominem critiques or other emotionally non-constructive feedback

  • Perspectives and experiences that vary so greatly from our own that they are hard to appreciate

These challenges can be overcome by developing your skills in reading and adapting to feedback. This can be accomplished by leveraging your coach, the Torch platform, and putting in the effort. And the effort is worth it: the ability to perceive our gaps with appropriate perspective and then address them is the core element supporting leadership growth.

At its best, strong constructive feedback can be the driving force behind our growth, and a competitive advantage. At its worst, even poor-quality feedback from those who don't have our best interests at heart is very valuable information.

As you receive and process feedback, set new actions based on what you've learned. Generally, don't try to attain the whole goal in each action, but simply to make progress, which your feedback providers can detect.

Plan new goals. When you've reached your goal, or feel like a new one has a better ROI (perhaps something you've learned from feedback), it’s time to set a new one.

You can set and pursue several learning goals at once, but it’s a good idea to consult with an expert to see how many you should meaningfully pursue at once. Generally one to three is a common range. Even one goal, pursued with effort and intention, is an ambitious undertaking.

By iteratively completing actions, learning from feedback, and working with an expert, you can achieve strong growth.

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