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A few years ago, a leading company asked us for help with their 360-degree feedback process. To everyone's surprise, it was neither lifting morale nor inspiring the participants. Quite the opposite.

The company had invested generously to design the perfect feedback system. The crowning glory - supposedly - was that it delivered the final report directly to the employee's desktop, thus maintaining perfect confidentiality.

And that was the problem.

Picture it. The report arrives on the employee's screen: beautifully-designed, comprehensive, and frank. This is a pure and private moment for reflection.

Happily, the feedback reflects the employee to be a smart and skillful worker.

But on page 9 there's a comment from a peer, who says the employee's communication skills need work. It's an honest observation, delivered without hostility.

Guess which piece of information arrives like a kick in the stomach? Which opinion keeps the employee awake that night?

Over the next few weeks, for no obvious reason, the employee's morale slips, and productivity slides. Depression sets in, accompanied by anger. "I bet no one else got such a bad report." "Who said that about me, anyway?" "If they don't think I can communicate, that's their problem."

It's an over-reaction, of course. But it's all too human, and when people are isolated, entirely predictable.

Fortunately, there is a readily available solution. No more direct-to-desk delivery.

Ditch the exaggerated privacy. Make sure everyone receives their 360 report in the company of another human being.

The ideal person to hand over the report might be an experienced 360 coach, or an HR,­ OD, or training specialist.

But in many organizations, that job belongs to the boss. She or he asks a few straightforward, positive questions. "So, how do those comments in the report strike you?" "What areas do you think you need to work on?" And "What are you already doing really well?"

Employee and manager spend a few minutes creating a self-development plan for the year to come. The employee exits the debrief with a sense of support and self-confidence.

That's the kind of human encounter that determines whether the 360 process provides a bullet in the foot, or a dynamic boost for everyone.

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