The whole purpose of upward feedback (or 360) is to take the manager's manager (the 'boss') out of the loop and consider how team and manager relate and work together. In the best programs, a third party with no axe to grind gives the manager his/her profile and helps them find the benefit in it. If the manager the 'boss' takes on this role, a whole new viewpoint may impact the interpretation, which can be blame, criticism, taking over responsibility for solving problems, or even saving face for the 'boss'. Trust can be damaged.
There are exceptionally skilled 'bosses' who can handle this role but they are rare and even these are likely to take away the manager's responsibility for finding ways to improve.
Of course, the manager should discuss their action plans with the 'boss' at some point, and dialogue with them about their own feedback. Pitfall No. 7:
Letting the manager’s manager deliver the feedback - negates the purpose of upward feedback/360 and distorts the outcome. Makes it a disguised form of downward feedback.
[more]Labels: 360 feedback, Communication, Culture, Trust |
