DecisionWise Leadership Intelligence Report

Mind the Gap!

Q. Some of the 360 participants in our company are finding large differences in scores between rater groups on their 360 feedback reports. What’s the best way to interpret these differences and determine their importance?

A. If you've ever ridden the London Underground (subway), you are very familiar with the recorded announcement that plays each time the doors open: "Mind the gap, mind the gap, mind the gap..." It's a helpful reminder to watch your step as you board and also good advice when it comes to 360 feedback.

Some of the most useful feedback comes when we notice significant gaps between how we see ourselves and how others see us. If we choose to ignore these differences, we are missing a valuable gift that others are giving to us.

Success in our working environment often depends on our ability to properly perceive how the people with whom we work, at different levels, see us. We may need to understand how our behavior impacts others and, in turn, how they will work with us.
  • When is a gap significant?
  • When it is consistent across many questions
  • When it is at least 2 points or larger
  • When it is critical to your success
Interpreting Gaps
All of us are constantly balancing our time and energy between seemingly competing demands. Where we put our attention determines our priorities. A 360 feedback report uncovers where your priorities are. The examples below describe the five most common patterns of feedback.
    Overly Confident
    Some people give themselves very high ratings while receiving lower scores from all others. Some may think that these people have become a “legend in their own minds.” Others simply don’t see all the talent these individuals think they have. It can be humbling to accept this feedback.

    Overly Critical
    Others might rate themselves low, and receive consistently higher marks from all others. It may be that they are too modest, or that they don’t see themselves as capable. Either way, they may be holding back what is possible.

    Out of Favor with the Boss
    From time to time, a person receives fairly good ratings from everyone except their manager. This feedback pattern raises a disturbing point that needs to be addressed with the manager. It may be that this person is friendly and easy to get along with, but fails to produce sufficient results. Fortunately, the ratings of Peers and Direct Reports provide additional points of view into the person’s contributions.

    Managing the Boss
    If a person receives consistently high scores from the Manager, even when all others give lower scores, there is evidence that much time and attention is placed on “serving the Manager.” This pattern can be explained by two possible factors: 1) the focus is on gaining the Manager’s favor; and/or 2) the Manager respects what the person is doing even if others don’t.

    Managing the Turf
    Occasionally, a person receives high scores from the Manager and the Peers, but low scores from Direct Reports. The needs of those above and around the person are being met, even if subordinates struggle.