Voice on the phone: "We've decided to use 360-degree feedback as part of our strategic plan!"

A sudden shift to anxiety: "But we're not sure what to ask. Can you provide us with questions?"

"We're happy to give you hundreds," replied our sales associate.

"We've got questions for leaders, board members, managers, in finance, manufacturing, government, healthcare, IT, sales, and a bunch of others.

"But there's a catch...."

The catch is that you'll get the full benefit of 360 only if you ask the right questions.

So don't just adopt our lists of questions. Adapt them.

Here's how to develop an excellent questionnaire.

1. Be Clear Why You're Using 360

There are plenty of excellent reasons to use 360.

Which will drive your project?

• Gain a competitive advantage
• Prepare staff for the next big push
• Change the organization's culture
• Create a thirst for growth among those distracted by day-to-day demands
• Reward motivation and disrupt complacency
• Guide those who are unsure where to focus growth efforts
• Reduce training costs through focused delivery

2. Decide What To Ask About

You can't assess every skill, so ask about those that reflect strategic needs.

• Where does our organization have a critical need for renewal: skills, attitudes, values?
• Which ones need development right away?
• Which will be required for success in the next two to five years?

3. Build Your Questionnaire

Start with 40 questions where people can respond on a scale of, say, one to ten.

Re-write them to reflect your organization's identity and culture.

Add requests for unstructured comments. (Many people learn better from comments than numerical answers.)

4. Don't Go It Alone

Get more eyes on the project. Ask colleagues to:

• Help you cut back to 30-35 questions
• Sharpen the focus of questions where they have special knowledge
• Spot problems that you might not notice (groan!) till the day after the questionnaire appears online

Nice catch!

Now you know how to develop a superior instrument for 360-degree feedback.