An engineer delivers projects successfully, yet cross-functional partners struggle to work with them. A manager’s observations alone may miss that problem. 360-degree feedback gathers perspectives from people who work with someone—including peers, direct reports, managers, and cross-functional partners—to reveal strengths and growth opportunities. section 6.1.3 section 3.2.7
To gather useful feedback:
- Specify the period you want people to consider, such as the past six months, and give them enough time to respond. section 4.3.1
- Ask about observed strengths, added value, opportunities for growth, and what would make the person more effective. section 4.3.1
- Consider the responses alongside your own observations and the employee’s self-assessment. Seek a well-rounded view rather than treating one account as the whole evaluation. section 4.3.1
- Make it safe to be candid. Encourage constructive input, protect people from repercussions, and use feedback for improvement and positive recognition rather than misuse. section 6.1.3 section 4.3.1
Look beyond a successful delivery
Two cross-functional partners report communication difficulties with an engineer whose projects have been delivered successfully. Treat the feedback as a reason to investigate the cause and effect, then offer actionable guidance—not as a verdict based on two comments alone. section 6.1.3
The same approach helps a new engineering manager adjust their management style: regularly ask engineers, their manager, and partners for constructive feedback so there is time to change course. It also supports performance reviews, team evaluation, and recognition by showing how work affects others. What perspective might your usual check-ins be missing? section 2.4.2 section 4.3.1 section 6.1.3
