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.
360 feedback is frequently used at the start of a coaching engagement. It provides a comprehensive view of leadership behaviours, helping coaches and coachees identify strengths, development areas, and focus points for progress.
Individuals often use 360 feedback annually or biannually as part of their personal development planning. It helps them understand how their behaviour is viewed by others and align their goals with team and organisational expectations.
Leadership and management development programmes commonly incorporate 360 feedback to help participants:
This is one of the most common areas where 360 feedback is used to support both individual and group development.
Organisations use 360 feedback as a key input into talent management strategies. It can help to:
This is another critical area where 360 feedback is used to inform strategic people decisions.
When aggregated across a team, 360 feedback offers insight into:
This can inform team coaching or cultural initiatives.
360 feedback is not just for leaders. With tailored questionnaires, it can support team members in gaining feedback on areas such as:
It's increasingly common to see 360 feedback used at all levels of an organisation, not just among senior staff.
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.
