Transforming high-silo, low-feedback organizational cultures: Using 360-degree feedback and coaching to maximize potential in individuals, groups, and cultures

This research project explored the impact of using 360-degree feedback and coaching for 33 leaders. Each participant received feedback on his or her strengths and developmental needs and worked with a coach to create an action plan for improvement. Overall improvement was rated by the coach using feedback from the participant and feedback providers along with the coach's observations. The majority of participants (84%) were rated as demonstrating change (54% had major change and 30% had some change). The top trends for areas of strength that emerged from the data were competent (97%), likeable (48%), respected (36%), trustworthy (27%), and smart (15%). The top areas for development were communication (63%), assertiveness (24%), engaging one's team/creating a team approach (18%), and improving work/life balance and stress (18%). The specific areas of communication were harsh communication (38%), the need to be more open (29%), and the need to be more proactive with communication (14%).;The literature review contains an overview of the background and history of 360-degree feedback and how to connect it to organizational strategy. It also reviews the best practice for obtaining feedback and the impact that feedback has on leadership coaching. The strengths and developmental needs of all participants were examined from a team and cultural perspective. The researcher posits that leaders can propel positive organizational change by beginning with 360-degree feedback and coaching of leaders. As leaders shift their behavior, they also shift the behavior of their teams and teams change culture. Recommendations for changing tribal behavior include coaching leaders, creating an abundance mentality, and including courage as an organizational competency.