77% of the 140 coaches interviewed for the Harvard Business Review’s report on coaching confirmed that 360 degree feedback was an “extremely important” tool in their toolkit. By contrast, only 39% cited psychometric tests and a stunningly low 3% consider intelligence tests to be significantly useful.
Actually, this is no surprise. In today’s fast-paced, highly-demanding business world, the emphasis is on delivery, not potential. And the strength of 360-degree feedback is its ability to create awareness of the impact of behaviour on those in the immediate circle of influence of the coachee. This makes it a phenomenally powerful change agent – in the hands of the right coach. Of course, as with anything, there is always the possibility that it can be used badly with negative results, but then its just like any other tool. A drill can be used to make an inadequate hole, a sewing machine in the hands of a poor seamstress can create a crooked seam, and a screwdriver can be used to mistakenly over-tighten a screw. 360-degree feedback is a tool – and with skillful application and feedback, can be a highly effective one in the coaching context.
The report also concluded that:
- today, most coaching is applied to developing the performance of high-potential individuals,
- the coaching is typically initiated by the coachee or HR department, and that
- typically the duration of coaching is 7 to 12 months.
This report on coaching was written by Diane Coutu and Carol Kauffman. A summary of the report can be read at Harvard Business Review’s website.
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Article by Vandy Massey
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