A Modified 360

One of the most illuminating exercises I completed during my career pivot in early 2022 was similar to what is commonly known as the 360.

The traditional 360 review is a performance management strategy that gathers feedback to learn more about an employee's strengths and weaknesses. As the name implies, the 360 review solicits input from multiple reviewers with different perspectives, including coworkers, managers, direct reports, and anyone else who knows the employee's work.

When the idea was proposed to me by a former colleague, I initially dismissed it completely. Actually, the feeling was a bit stronger than that.

Earlier in my career, the 360 symbolized everything that was wrong with one firm’s dysfunctional corporate culture. The endless online surveys consumed several hours and failed to deliver any insight. Still, we went through the motions because participation was monitored and mandated from above.

We blamed and resented the process, but the input, not the process itself, failed. It was a classic case of garbage in, garbage out.

Everyone at the firm suspected the feedback surveys, comically described as confidential, were tracked and would be used as grounds for retaliation. Therefore, this version of the 360 produced only the results management sought. Apparently, everyone was doing great and endlessly inspired by its leaders.

The 360 review does not work without honesty.

The more I thought about conducting a modified 360 with former colleagues and friends I trusted, the more excited I became.

Process and Structure

With the guidance of my career coach, Kathy Vines , we discussed and outlined the plan of attack:

• Approach 15 people able to share honest feedback on my strengths and weaknesses in a variety of contexts with a goal of having 10 participants. I knew not everyone would have the bandwidth or be willing to participate.
• Make it easy to say yes - require no preparation
• Meeting structure: 45-minute conversation, recorded on Zoom
• Format - ask a series of questions and press for more detail as needed

Ultimately, twelve people said yes, and we were off.

Learned

If you select the right people (those who can be thoughtful, honest, and able to challenge you) and ask the right questions, the insights can be incredible.

One friend and former colleague ignored the “no preparation” guideline. He showed up with a 20-page PowerPoint presentation.

Others shocked me with their incredible thoughtfulness and candor. Several came armed with several specific examples to help me understand their feedback in a richer context.

This process revealed a deeper understanding of superpowers I never knew I had.

As a struggling and occasionally reformed perfectionist, it’s easy to hear criticism. Compliments are harder. Hearing someone you respect describe your unique gifts is another challenge entirely. But it’s critical.

Like many, I dismissed my strengths as common when, in fact, some of these abilities were quite rare.

It can be surprisingly difficult to identify our superpowers without external feedback.

By definition, our unique skills come naturally to us. And because these abilities often feel effortless, we assume they must be normal. We incorrectly downplay our extraordinary gifts as common.

Often it takes someone we trust, or perhaps several, to show us how we’re special. That’s the power of this modified 360. With each conversation, the mosaic fills out more fully. Clear patterns emerge.

Fortunately, it wasn't all compliments and celebration. Most participants also came prepared to challenge me.

Sure, some participants highlighted opportunities for training and growth. Some weaknesses were skills deficiencies I could address. We all have things we could do better.

The richest conversations explored situations where I was less effective. That’s when a major insight emerged. In many of these cases, I began to see that my outlier strengths and weakness were often two sides of the same coin.

My extraordinary skills made me particularly effective in some contexts, while the same qualities made me less well-suited for others.

For example, one of my superpowers is that I’m an empathetic listener, thoughtful in my responses, and eager to understand where I might be wrong. And that’s great when I’m building relationships or working on difficult problems with a team.

But sometimes, the situation calls for clear, bold, aggressive confidence. And while I’m willing to play the part, I also understand someone else may be better suited for that role.

The same stuff that makes me great in some situations makes me less good in others.

Conclusion

I can’t overstate the value of these conversations in helping me objectively assess my strengths and weaknesses. To this day, these insights inform how I leverage my skills and when I should lean on the superpowers of teammates who complement me.

Consider conducting a similar exercise. You won’t regret it. Let me know if I can send some sample interview questions or a draft of the letter I sent to my target group asking for their participation.