Having recently delivered another training session on how to conduct 360 degree feedback debriefs, I am always struck by the different ways in which the delegates approach the role-plays; in every case some great learning emerges which the group collectively derive much value from.

Often at root is the desire of the debriefer to help or 'fix' the recipient; the conversation moves quickly from exploring the feedback, to trying to arrive at some solution to the perceived issue or development need.

Line Managers can take responsibility and suggest solutions too readily, 'Perhaps you should do this or that?', whilst coaches attempt to move responsibility to the recipient, but are still into resolution mode too early, 'What do you think you might do to resolve this?'.

Either way, the difference between the 360 debrief and any form of coaching is about 90 minutes; that's the time to take to explore their feedback properly; without this time to wonder, be curious, delve deeply, any development plans can be hastily constructed and poorly targeted.