The company I work for has a well-entrenched culture of 360 degree feedback. Five years ago, this feedback was often pointed and tended to emphasize the negatives. But it was genuinely helpful in helping managers poinpoint the skills/ behaviours their people needed to develop. Today, the same process spews out feedback that rarely rises above the level of anodyne praise.
What’s changed?
Five years ago, feedback was typically anonymous. Today, the norm is to copy the subject of the feedback on the feedback. Could that be the culprit?
I was around when the culture of copying the subject in on feedback started. The Senior Vice President who ran our department believed “if you’ve got something to say about a colleague, be man enough to tell him face-to-face.” That made sense. It prevented people from abusing the system by using feedback to vent, or to settle personal scores. It felt right. Initially, it seemed to be working well, because some old habits persisted and the feedback remained pointed. We didn’t imagine that the quality of feedback would diminish. But five years later, feedback clearly is a blunter instrument.
The other plausible explanation is a change in the company’s life stage. Five years ago, we were a young, fast-growing company. Employees were paid stock options. Promotions happened frequently. Now, we are a mature company that pays dividends, growing at about the same rate as the economy, where promotions are rare and precious.
So why would the slower corporate growth impact the quality of feedback? It takes a fair bit of work to write accurately-observed, balanced, insightful, constructive feedback. That effort is worth it if the feedback is acted on, and colleagues change their behaviour for the better. In a slow growth environment, improved behaviours don’t materially change the likelihood of getting promoted. With small or no incentives, people don’t respond to feedback with behavioural change. And so the effort that goes into writing high-quality feedback becomes as futile as writing a well-reasoned blog.
The loss of anonymity makes feedback risky. And the slower career trajectories make feedback futile. Which effect is more real? Without any scientific analysis, the loss of anonymity feels more specific/tangible and therefore more real. I suspect there is a grain of truth in both arguments.
Despite feedback becoming a blunt instrument, I still think it has a ton of value. My company has virtually no disrespectful or abusive bosses. People tend to treat each other as social equals across the hierarchy, despite very substantial differences in income. That is partly because a culture with 360 degree feedback self-selects leaders who conduct themselves in a particular way. 360 degree feedback just goes from being a tool that effects fine changes in behaviour, to being a tool that prevents grevious abuse. Sounds a bit like democracy.