Requisitite Leadership 360°

Requisite Leadership Inventory

Using the inventory

It is the work of the manager of the manager to hold the manager accountable for his/her work and the results of the unit. A manager is not held accountable by his/her subordinates for his management style. If the subordinates have a problem with the manager it probably leads to consequences in their relations and in work. But it is only the manager of the manager who can hold the manager accountable for the situation.

A 360° feedback system can provide input for the manager of the manager. Also it is the task of the manager of the manager to frame that feedback in a larger context. If the feedback is negative, it may because the manager actually needs to change behaviors. Negative feedback can also be caused by pushing thorough urgent and needed reform. It can then be framed as understandable, but not ok in the long run.

360° feedback needs to be used in organizations with an minimum level of trust. If there is distrust, mudslinging can be done in anonymity, with disastrous results.

Often 360° feedback is carried out in management teams in group sessions. In my opinion that usually is a good setting to handle feedback from subordinates and between colleagues and to create openness in the group. But I recommend including the feedback of the manager of the managers into that of the colleagues. The feedback of the superior manager is given at a private session between manager and subordinate manager and framed into the larger context and the feedback from other groups.

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