<aside> <img src="/icons/star-outline_yellow.svg" alt="/icons/star-outline_yellow.svg" width="40px" /> The live 360 are so useful because individuals become accountable for their behaviour and actions to the team.
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A live 360 will take several hours. Do it over dinner (or at least include a meal) and keep the group small. Have sessions with ten or twelve people, but eight or fewer is more manageable. For a group of eight you'll need about 3 hours. A group of twelve could run to five hours.
All feedback should be provided and received as an actionable gift following the 4A feedback guidelines outlined in Feedback Guidelines . The leader will need to explain this in advance and monitor it during the session.
Positive actionable feedback (continue...) is fine, but keep it in check. A good mix is 25 percent positive and 75 percent developmental (start doing...and stop doing...). Any non-actionable fluff ("I think you're a great colleague" or "I love working with you") should be discouraged and stamped out.
The first few feedback interactions will set the tone for the evening. Choose a feedback receiver who will receive tough feedback with openness and appreciation. Choose a feedback provider who will give the tough feedback, while following the Feedback Guidelines .
Often the boss chooses to be the first to receive.
<aside> <img src="/icons/star-outline_yellow.svg" alt="/icons/star-outline_yellow.svg" width="40px" /> If someone moves out of the 4A feedback guidelines to speak in a way that is sarcastic, aggressive, or generally unhelpful during the live 360, the leader needs to step in and correct the comment in real time. This situation is particularly important because of the extensive work done with the leaders to make sure that everyone feels included and to understand how off-the-cuff comments can feed bias even unconsciously.
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