Turning 360 Feedback into Improved Performance

360 feedback is a powerful tool for increasing self-awareness and identifying development priorities. However, its real value lies in what happens after the survey. Without effective follow-through, even the most insightful feedback can fail to translate into meaningful performance improvement.

So, how can you ensure 360 feedback leads to lasting change? This article explores practical strategies, drawing on psychological research, coaching insights, and best practice that capture four key components for turning 360 feedback into meaningful action.

1. Involve line managers in the follow-through

One of the most effective ways to turn 360 feedback into action is to ensure that development goals are monitored and supported through regular 1:1’s with line managers. This structured approach offers several key benefits:

• Promotes active involvement: Line managers can take an active role in their team members’ development by helping prioritise goals, providing coaching, and offering resources or experiential opportunities as needed
• Enables tracking of progress: Regular check-ins provide a mechanism to monitor development and validate the effectiveness of the 360 feedback process

Although this may sound obvious, such engagement from line managers is still far from common practice. Success is more likely when participants know from the outset that their development plans will be shared and supported by their manager.

2. Follow up with colleagues and stakeholders

Thanking stakeholders (e.g., colleagues and direct reports) for their feedback, sharing development goals, and inviting ongoing input significantly increases follow-through. This can include:

• Expressing appreciation for their time and contributions
• Acknowledging strengths and committing to maintaining them
• Discussing development areas openly
• Inviting future suggestions to support progress
• Making realistic, visible commitments to improvement

3. Create the conditions for change

Lasting behavioural change often requires shifting the environment, relationships, or mindset that reinforces old patterns. Here are some pragmatic approaches:

• Change your surroundings: Remove distractions or physically adjust your environment to better support new behaviours (e.g., moving desks to be more visible as a leader)
• Change your company: Spend more time with people who model the behaviours you wish to develop
• Reframe your thinking: For example, instead of dreading a difficult conversation, reframe it as “supporting someone’s growth.”

4. Shift others’ perceptions, not just your behaviour

Changing how others perceive you takes more than acting differently once or twice. To make change stick in others’ minds:

• Acknowledge current perceptions: Avoid defensiveness. Accept others’ views and, if appropriate, apologise for past behaviours
• Communicate your intention to change: Let people know what you’re working on, this invites them to notice and support the change
• Be consistent: People need to observe repeated behaviours over time to update their mental models
• Engage others in your journey: Ask for ongoing feedback to reinforce progress and keep yourself accountable

Above all, be patient. It takes months, not days for perceptions to truly shift

Final thought

360 feedback is only as valuable as the action that follows it. By embedding support structures, involving line managers, following up with colleagues, and taking deliberate steps to shift both behaviour and perception, participants can turn insight into sustained improvement.