Many organizations are still honoring the corporate tradition of 360 degree assessments. Usually used for leaders, they give people anonymous feedback from others who know their work. They can be used as opportunities for people to consider new ways to elicit and use direct feedback from others, with the emphasis on direct. People become more trustworthy when they ask for and demonstrate use of direct feedback. People become more trustworthy when they give feedback directly and usefully. This culture of mutual trust is strengthened by the fact that feedback is more useful in real time. Delayed feedback erodes trust. Indirect feedback does the same.
Building a culture of mutual trust makes it more possible for feedback to be mutually exchanged in real time rather than postponing it for the next scheduled 360, if there is one. People can only improve in their ability to give and get feedback when they have and use frequent opportunities to do so.
