It’s that time of year when tech workers may be asked to rate their managers on their communication skills, mentoring and guidance abilities, leadership style and more.
Generally speaking, most 360-degree feedback surveys are billed as anonymous to ensure unbiased responses. However, the level of true anonymity can vary depending on the organization, the survey structure and the process used to analyze and report the findings.
Another thing to keep in mind is that managers with a small number of direct reports may be able to guess or surmise which team member provided specific comments. Given the potential pluses and minuses, how should you approach the process?
“Very cautiously,” advised Roberta Matuson, executive coach and author of numerous books including “Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around.”
You certainly want to be aware of the importance, value and benefit of sharing feedback with your boss—but it can have negative consequences unless you deliver suggestions for improvement with tact and finesse.
Here are some tips for giving positive (and negative) feedback in a constructive way along with some mistakes and pitfalls to avoid.
Understand How the Information Will be Used and Shared
It’s important to know who will be reading the feedback and how it will be used, because it can have an effect on what you say and the way you say it, noted Nora Jenkins Townson, founder of people ops consultancy Bright + Early.
For instance, you want to be careful how you frame your responses if your boss will be reading your quotes directedly and unedited. Conversely, you can be more candid if the opinions are consolidated into group feedback by an outside provider.
You also want to know the purpose of the survey and the goals. For instance, is it a way for managers to get a fuller picture of their strengths and weaknesses, or will the results be tied to performance ratings, bonuses or promotions? Sharing too much negative feedback may boomerang back to you, Matuson warned.
“If your company doesn’t volunteer this type of information, feel free to ask questions,” Townson said. If you’re afraid to share honest feedback or feel uncomfortable with how the process is being conducted, err on the side of caution.
Don’t Say Anything You Wouldn’t Say in Person
People tend to feel safer sharing negative feedback in a survey than they do in person. But the truth is that any feedback worth sharing is best shared face-to-face.
You really don’t want to go on the record criticizing your boss. If you don’t have anything good to say, don’t feel compelled to fill out the form.
“Sometimes saying nothing says a lot,” Matuson added.
If you do share negative comments or feedback, don’t write a novel. Be brief and focus on the most important issues that are actually solvable.
In fact, why not use a 360-degree survey as a way to establish a regular feedback cadence with your boss and teammates? The things revealed in a 360-degree survey shouldn’t be new information to anyone: Just say this seems like an opportune time to share your observations and you’re hoping to get some feedback.
What’s the incentive? Numerous surveys and studies show that getting and sharing regular two-way feedback greatly increases the chances that positive change will occur.
Speak for Yourself
Don’t make the mistake of thinking that other people share your opinion or that you’re empowered to speak for the group based on private discussions with co-workers or the rumor mill.
Acting as an “unofficial spokesperson” just gets you off track and weakens your argument. Focus on what you've experienced only, and avoid using "we" or "our" and instead use "I" statements to share your feedback.
Offer Specific Details and Solutions
Don’t share non-specific, vague complaints. Provide clear, detailed statements supported by facts, as well as solutions and the things you need from your manager to work more effectively.
This technique, known as positive framing, isn’t sugarcoating or denying issues that need to be addressed. Essentially, it’s taking the same information but stating it in a positive rather than a negative way.
Consider how the feedback you provide can help your manager improve, Townson suggested.
For instance, don’t write something like, “I have too much work on my plate, and I can’t get it all done.” Instead, say something along the lines of, “While I understand the need for aggressive goals, I find that I’m more effective when I am juggling three projects instead of four. I would love some coaching on prioritization and time management.”
As you can see, this example provides a short, clear explanation of the issue or challenge and sums up what you want to change. It doesn’t point fingers or venture into personal criticism, but instead tasks both parties with tackling the issue together.
You don’t even need to come up with the right solution; just be clear about the type of support you need from your manager to perform at a higher level. Remember, your boss can’t help you unless you know what kind of help you need.
Obviously, it’s okay to share positive feedback, especially if it’s deserved. However, don’t assume that you need to wrap criticism with praise. Criticism wedged between two compliments won’t get heard. According to a recent survey, 63 percent of the respondents want their negative feedback to be just candid, unvarnished facts.
Remember, by removing the emotion and focusing on the facts when delivering feedback to your boss, you make your point in a way that that opens the door to a more positive response.
