In today’s rapidly evolving workplace, feedback is both a challenge and an opportunity. Manavi Dhawan-Guha, Partner at Talentonic HR Solutions Private Limited, shares her insights on the transformative potential of 360 Feedback, drawing from years of experience advising leaders and organizations.

360 Feedback is a structured process where employees receive confidential, anonymous feedback from people who work with them: peers, direct reports, managers, and sometimes even clients. It brings in voices from across the system, making feedback richer, more nuanced, and often, more actionable. It’s gaining ground because organizations realize that leadership isn’t just about what happens top-down. Multiple perspectives help leaders see their blind spots and strengths more clearly, driving authentic growth.

Question 1: What are some common misconceptions leaders have about 360 Feedback?

A common misconception is that 360 Feedback is purely about highlighting weaknesses. In truth, it’s a powerful tool for surfacing and amplifying strengths as well. Another widespread myth is that the process inevitably leads to harsh or political feedback. When thoughtfully designed and facilitated, most people offer honest and constructive insights.

However, there’s also a subtler challenge: sometimes, team members hesitate to give candid feedback to managers and instead share only positive or safe comments, often out of concern for potential repercussions. This fear can dilute the value of the feedback and limit real growth. That’s why creating an environment of psychological safety, where all voices are genuinely welcome and anonymity is protected, is absolutely crucial for 360 Feedback to serve its true purpose.

Question 2: Can you share a real-life example where 360 Feedback transformed a leader or team?

I once partnered with a senior leader who, through the 360 Feedback process, discovered that while her strong bias for action was widely valued, her team often felt their voices weren’t heard in meetings. With coaching and intention, she began to let others speak first, reserved her own input for the end, and actively invited perspectives from every team member. She also became more conscious of her instinct to take over conversations and even appointed a mentee to provide immediate feedback after meetings. Over time, these small but consistent shifts not only boosted team engagement, but also translated into stronger business results.

Question 3: What advice do you have for leaders considering adopting 360 Feedback for the first time?

I would encourage leaders to approach the process with genuine openness and a mindset of curiosity, viewing feedback as a powerful catalyst for personal and organizational development rather than as judgment.

Second, don’t undertake this journey alone. Partnering with a coach or a trusted mentor can make all the difference in interpreting the feedback with objectivity, identifying key themes, and translating insights into tangible action. Lastly, don’t get lost in the number, averages and comparisons. The real value of 360 Feedback lies in holding up a mirror for leaders, gently surfacing feedback so they can take action and create a unique opportunity for growth.

Question 4: How important is self-awareness in the 360 Feedback process, and what trends have you observed around self-ratings versus stakeholder feedback?

Self-awareness is the cornerstone of effective leadership and it’s at the heart of 360 Feedback. One of the most revealing aspects of this process is how individuals perceive themselves compared to how others experience them. In our work, we consistently see a clear trend: People rate themselves higher than their colleagues, direct reports, or managers do.

This gap is rarely driven by ego. More often, it reflects blind spots, unexamined behaviours, or habitual ways of operating that go unnoticed. In some cases, the discrepancy stems from defensiveness, leaders may overrate themselves even when they are aware of their development areas. Such patterns often take root in specific organisational cultures. When the environment does not feel open or safe for honest feedback, even self-aware leaders may default to self-protection rather than transparency.

Question 5: What role does culture play in shaping the effectiveness of 360 Feedback across different organizations or geographies?

Culture has a huge impact on how 360 Feedback works in practice. For instance, in some organizations I’ve worked with, people are often reluctant to give direct feedback to senior leaders out of respect for hierarchy. This can limit the honesty and usefulness of the process unless extra steps are taken to ensure anonymity and set clear expectations.

On the other hand, in organizations where open communication is the norm, feedback tends to be much more candid and actionable. The key is to tailor the process to local norms, invest time in building trust, and help participants understand that feedback is about growth, not criticism. Ultimately, culture can either accelerate or limit the transformative potential of 360 Feedback, so understanding and honouring it is essential.

Question 6: How can organizations ensure confidentiality and trust in the 360 Feedback process?

Confidentiality and trust are the backbone of any effective 360 Feedback process. Organizations must clearly communicate that feedback will be collected and reported anonymously, and ensure that no individual responses are traceable, especially in small teams. Using independent third-party facilitators or secure digital platforms can add an extra layer of assurance.

At Talentonic HR Solutions Private Limited , our contracts make it clear that individual feedback will never be attributed to specific people unless there is explicit, upfront agreement and clear notice is provided to all participants using our platform. We strongly advise against attributing feedback, as confidentiality is key to ensuring honest and constructive input.

Equally important is setting the right tone from the start. Leaders should model vulnerability and openness, reinforcing that the process is about learning and growth, not evaluation or punishment. When participants see that feedback is handled responsibly and leads to meaningful change, trust builds organically over time.

360 Feedback is a catalyst for self-awareness, connection, and leadership transformation. Powerful leaders will embrace feedback as an opportunity, seek support in making sense of it, and commit to turning insights into action. This is where true transformation begins.

At Talentonic HR Solutions Private Limited we believe that an open mindset to feedback and a belief that everyone has room to improve, makes for the best leaders. Responding thoughtfully and growing from a critical review is often more impressive than receiving praise from the start. A 360 review is a chance to demonstrate your ability to listen and adapt.

Speak to us about how to implement an effective 360 feedback process into your business.