Imagine opening up your email and there is a notice from your HR department that it is time for another round of 360-degree feedback, or that they are sending out another cultural assessment survey. Why is it that this single email can create so much anxiety in the organization? Why do 360-degree appraisals, and cultural assessments work well in some cases, and in others fail miserably? It is because more often than not, these tools exacerbate bureaucracy, heighten political tensions, and create an enormous amount of distrust because they have been weaponized in the hands of the wrong people. These types of assessments are great if used correctly and for the purpose they were intended for which is to improve overall performance, not as a tool to identify poor performers.
Companies that have success with these programs tend to be open to learning, subject to vulnerabilities, and responsive to thoughtful design and purposeful change. These companies are led by executives who are direct about the expected benefits as well as the challenges and who actively demonstrate support for the process. These executives lay themselves open to praise and criticism from all directions and invite others to do the same. By doing so, they can guide their organizations to higher degrees of success and continuous improvement.
Rich and Maikel assess these assessments in this edition of Mainline Executive Coaching ACT.

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