Feedbacks in the Blindspot: When 360 feedback is only 345


Rajib’s 360 feedback sits right in Rajib’s blindspot. And because of this, Rajib couldn’t see what everyone else sees: that his behavior is having a seriously negative impact on people around him. 




Rajib is the leader of a high performing sales team at a pharmaceutical firm. He recently received 360 feedback that highlighted his intelligence and work ethic. And his difficult (read: impossible) personality. Enter executive coach.


The coach asks Rajib about the feedback. Rajib’s response? “I run the top performing team. When you’re on top, people try to take you down a peg. Jealousy and politics.” Then he adds: “I used to have some sharp edges, but I’ve worked hard on that. Now, I’m always respectful. That’s why this feedback is unfair. They’re being petty.”


Just then, Rajib’s cell phone rings, and Rajib answers. After listening for a moment, he shouts: “Didn’t we JUST talk about this!? Let me explain it again! This is YOUR responsibility. And I told you NOT to call me during a meeting. Thank you!” He hangs up, and rolls his eyes in frustration.


“That’s a good example,” he explains. “That was Evan. I just talked him through the new reporting structure this morning. He doesn’t get it. So instead of working it through himself, he calls me. But we have this ‘nice’ culture, so I’m polite. I explain it again, and I make sure to say thank you.”


Take some time to review the case. We'll be back with more details to help you grapse this technique. 


- This blog is rewritten based on the original white paper posted on Wilson Learning website 

Date: 22 Oct 2013
Author: Tien Luong

Once a creative advertising copywriter and winning writer of a public contest on the Youth Newspaper, now an aspirational blogger on various topics with a deep passion for life and human potentials. 

View full bio >>