The history of 360 feedback reveals that it's not as modern as it seems; its roots stretch back further than you might expect. Here’s a quick look at how it evolved from battlefield tactics to strategic leadership development.
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1940s: Military Origins in World War II The earliest use of multi-source feedback was in the German military during World War II. Commanders gathered input from all ranks, including supervisors, peers, and subordinates, to evaluate leadership and performance. Even then, the value of broad, balanced feedback was clear. |
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1950s: Introduction to Corporate Use The concept made its corporate debut at Esso Research and Engineering. Using paper-based questionnaires, Esso pioneered a more formalised approach, allowing employees to receive anonymous feedback from a range of colleagues. It was a pivotal shift, moving from ad hoc impressions to structured insights. |
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1960s to 1980s: Gradual Growth Throughout the ‘60s, ‘70s and ‘80s, forward-thinking organisations began experimenting with 360 feedback in leadership development. It became a tool for increasing self-awareness and uncovering blind spots. However, the paper-based nature made it time-consuming to implement at scale. |
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1990s to Present: The Digital Transformation The rise of digital platforms in the 1990s changed everything. 360 feedback became faster to deploy, easier to anonymise, and scalable across entire organisations. Today, it is a cornerstone of leadership development, coaching, and talent strategy, and is embedded in how modern organisations grow. |
360 feedback is now used across a wide range of industries and organisational functions. Whether supporting leadership development, informing talent decisions, aligning culture, or contributing to appraisal processes, it offers a rich source of insight into how individuals are perceived by those they work with.
Used at the beginning of a coaching engagement, a 360 feedback report can be a powerful accelerator and alignment tool. It provides a comprehensive view of leadership behaviours, helping coaches and coachees identify strengths and development areas, and clarifies where coaching sessions should concentrate to ensure a needs-driven approach.
Used annually or biannually, 360 feedback provides clear insights into an individual’s working style, leadership behaviours, and how their personal brand is perceived. The feedback report guides future development and career planning, helping individuals understand how others view their behaviour and align development goals with organisational expectations.
Used at the beginning of a leadership or management development programme, 360 degree feedback tools can be used to:
This is one of the most common areas where 360 feedback is used to support both individual and group development.
Whilst 360 degree feedback provides insight into a manager’s past and current behaviour, when the questionnaire is designed around ‘potential indicators’, it can be a powerful component within the talent management programme to:
This is another critical area where 360 feedback is used to inform strategic people decisions.
Just as an individual 360 provides a snapshot of how the participant is seen by those they work with, when the team’s results are combined, it provides an excellent foundation for helping the team identify their perceived strengths, recognise development opportunities, and gain a clear picture of the working climate they are creating.
It’s increasingly common to see 360 feedback used at all levels of an organisation, not just among senior staff. We are frequently asked to provide feedback tools for individual team members who want to gain development feedback on their personal effectiveness. Questionnaires are typically built around a range of individual skill areas, such as:
Some organisations integrate 360 feedback into formal performance reviews or use it to inform decisions around pay and promotions. While the technical process is similar to developmental feedback, the implications and expectations are different. When used as part of performance management, 360 feedback can present challenges:
To explore this in more detail, see our related article:
360 Appraisal: The Advantages and Disadvantages When Used as a Performance Management Tool
Q. When was 360 feedback first introduced?
A. Multi-source feedback was first applied during World War II by the German military. Leaders collected perspectives from supervisors, peers, and subordinates to assess performance and leadership. This early practice highlighted the benefits of drawing on varied viewpoints to build a fuller picture.
Q. How is 360 feedback used in organisations today?
A. 360 feedback is now used across industries and organisational functions. It supports leadership development, informs talent decisions, aligns culture, and contributes to appraisals. It provides a rich source of insight into how individuals are perceived by those they work with.
