Yesterday, we started to look at the conversation between the Manager and the Team Member related to 360 Tool. The conversation is centered around these two questions:

• What is the feedback?
• Based on the feedback, how can we improve performance?

Shannon continues with the second question, how can we improve performance?

“This is a question for the Team Member. As the Manager, you probably already know how improvement can be made, but the point of the conversation is for the Team Member to arrive at those same conclusions. I typically ask for three things the Team Member will start doing and three things the Team Member will stop doing? Then I shut-up. My only contributions are to make sure these three things relate to the patterns in the feedback and that they are specific. The more specific, the easier it will be to hold the Team Member accountable.”

So, that’s Shannon’s story. I am curious about other’s experiences with the 360 review process. -TF

PS. On Monday, I asked you to post your comments about a Moral Dilemma. I offered a copy of the book Fierce Conversations to the person with the best insight. Congratulations to Jennifer. The strength of her comment was the insight about the long term nature of the relationship. Lying might capture one order. Telling the truth might lose one order, but capture a lifetime customer.