This feedback tool isn't officially integrated into VEED's process, but those who are interested can use it on their own. I suggest running it three months after starting a new role (or being promoted), and then again three months prior to the annual performance review. For instance, if I were to join the company, I would conduct a 360 at the three-month and twelve-month marks.

At VEED it wasn't part of the standard compensation process, so I just reached out to people unofficially to get a feeling and read the room. Some people don't have a habit of providing continuous feedback, and this tool provides them with a helpful framework to do so. At VEED, 360 results highlighted some of the unspoken cultural expectations that I missed and allowed me to adapt my communication style.

I created this guide because even when 360 is part of the process, it is often presented like this -> collect feedback, discuss it with your manager, and act upon it. That's extremely vague! And there is no guarantee your manager knows how to process 360. Sometimes you receive responses that are contradictory or plainly confusing. It is crucial to understand how to handle them.

For instance, once a person provided feedback that I give lots of autonomy, and they appreciate it. At the same time, someone else mentioned that I don't provide enough strategic guidance and direction, which they perceive as negative.

In reality, both individuals are referring to the same aspect of my leadership style - giving enough space. One person finds the autonomy beneficial (as they decide their next steps confidently), while the other person views it as detrimental (as they feel lost without sufficient guidance).

So I shouldn't completely change my style but rather adapt it when working with the second person, and stay closer to them.

If you receive honest and candid feedback, it's possible it may be negative. When that happens, some people can easily overthink it and slip into a negative spiral. Especially if they are already under a lot of stress or nearing burnout. Having the right mindset for handling negative feedback is incredibly important.

It's like stretching and warming up before sprinting for 400 meters. Right preparation prevents trauma.

This is a precaution. I noticed that hard-working PMs tend to be excessively self-critical as it is. We all have an internal critic, right? I strongly advise against feeding that critic every little comment. The goal is not to become a perfect PM but to align your reality with the reality of others and close the gaps. Remember, sometimes feedback givers have a limited perspective and don't know why certain decisions were made.

I genuinely hope that people wouldn't read this recommendation as putting blinders on, but rather as a reminder to be more compassionate towards themselves.

I recommend selecting two goals because it's simply challenging to handle more than that. Considering that we all have quarterly goals and multiple hats to wear, adding a development plan with several additional points becomes overwhelming. This is especially true if it's your first time working with feedback. It's best to start with baby steps and gradually increase your pace once you have developed the habit of continuous feedback.

Yeah, this is an NPS question. I know it's a controversial metric, but I find it intriguing to observe how people would rate me over time.

I prefer to keep the survey short to ensure that people can complete it within a max of 15 minutes. Here is the reasoning behind each question:

Did exceptionally well -> surprisingly often we don't notice our own victories (I just did what has to be done!)

New skills -> gaps and areas of improvement

Dani Pavlu

I offers guidance on how to read, unpack, and put into action feedback received from your team, as well as targeted questions you can use to quickly seek this input. 

 is a gift but also just a piece of raw information.

What you do with the feedback is as important as the feedback itself. This mini-guide will help transform the signal into an output that you can use to improve your career. You are in full control!

Read it on a day when you have a good mood and feel confident. Feedback reading thrives on insecurity.

As you read, mark down topics that were mentioned by several people - give them more weight.

Really claim the positive feedback - this is how people see you and your biggest strengths!

For each "improvement" feedback, remember - it's just an opinion. It could be fair but also biased, wrong, or incomplete. Stay cool!

Then honestly ask yourself if this will help you become a better product person.

Reject points that are unfounded or don't align with your desired career trajectory.

Look at the final list and pick not more than 2 items that you will to take into work.

Come up with a plan, share it with your manager, execute it, and use the next 360 as success metric

I am collecting 360 feedback as a part of my career growth. I recognize this is an extra ask on top of your work, but your perspective and feedback are valuable and important to me and will make a huge difference in my career.

Please be honest and upfront, this is a safe space and I will take no offense.

How likely is it that you would recommend me as a (insert your role) to your friend or colleague? (1-10 scale; 

Please describe one or two situations where I did exceptionally well as a (insert your role).

Which of the existing skills or behaviors would you recommend me to continue with and why?

What new skills or behaviors would you recommend me to develop and why?

What existing behaviors or skills would you recommend me to drop, adapt or change and why?

360 Feedback Guidance and Form at TIER Mobility

Introduction

8 Tips on Receiving 360 Feedback

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