Over the past 25 years I have witnessed many trends, methodologies and conceptual models come and go in the learning industry. But If I had a crystal ball and could look into future, I be willing to bet that feedback will continue to be a big player in the future of performance management. Sadly, for many organizations, 360 feedback got a rocky start. It was not done well in the beginning. Some people got hurt. Some organizations used it badly. But through all the challenges, feedback has continued to grow in its use and value in helping people reach their potential while also helping the organizations that they serve.

The real spirit of feedback is to help people achieve more, to move to a higher level of performance, and to grow personally and professionally. It is a powerful process if approached in this mind set. This means that the feedback is strictly developmental, and is "safe." The real power of feedback comes from using it. Taking the feedback and creating a developmental plan that is uniquely tailored to one's own needs and having a system for tracking one's progress brings the responsibility for performance to the individual level. We all need to be accountable for our performance. Feedback that is offered without a system to facilitate developmental goals and improvements is a wasted effort.

A feedback process can impact a number of positive changes. First there is the impact on efficiency and productivity. Performance feedback that is offered in the spirit of helping one improve is extremely motivational. When feedback is offered to truly contribute to the growth of another it provides motivation for creating performance improvements. Everyone wants and needs feedback in order to improve. When offered in the right spirit, feedback is the most powerful performance motivator available.

The very essence of providing and receiving feedback opens communication. Team members and customers will have a safe platform to share and receive their performance perceptions with each other. This structured communication process is the starting point for more face to face dialog that will follow, as specific verbal feedback is solicited by participants.

A key part of opening up communication is to uncover blind spots that may be problematic for some participants. In a feedback process, employees will experience and practice communication within a safe environment. In this environment the playing field is even because everyone is receiving feedback, and it is acknowledged that everyone has both areas of strength and opportunity.

Satisfaction is enhanced through a feedback process. This is important because it is a key attitude that contributes to greater levels of performance, increased commitment and higher levels of retention. External customers that are invited into a feedback process will feel stronger ties to organizations that solicit such feedback. The internal customers who are recipients of such pointed feedback will have an opportunity to make adjustments to increase the satisfaction of external customers.

Satisfaction can only be increased by letting one's needs be known. If needs are unmet this can contribute to frustration, poor performance, increased absenteeism, and turnover. A safe structured process such as that provided in a good feedback model is the best way to open the communication process and improve satisfaction.

Through the guidance of skilled facilitators and coaches, we can learn how to accept feedback and incorporate it into a plan for professional development. We can begin to apply new behaviors that will delight their internal and external customers.

Feedback is here to stay. We all need feedback for our development, it is the only way that we can discover more of who we are and initiate personal change. For organizations to be more effective, their employees need to continue to grow and respond to personal developmental needs.

Susan Stamm joined The TEAM Approach, http://teamapproach.com as a Partner in 1989. Her background in behavioral management in the Human Service industry helped pave the way for her work in the performance management field today. She helps organizations create a process of learning geared to changing behavior back in the workplace. This involves a partnership between the participant, facilitator, manager and orgnization itself to reach successful outcomes. Susan has a BS in Organizational Development and Management from Eastern Mennonite University.