The Double-Edged Sword of Measurement

Imagine a mirror that reflects your face and determines your fortune.

Would you gaze into it honestly — or flinch, polish, and pose?

This is the delicate dilemma when organizations tie 360-degree Feedback directly to promotions and pay.

The Temptation: Measuring to Reward

Linking 360 feedback to career advancement seems logical:

• Recognize great leadership behaviors

• Hold people accountable

• Incentivize growth

But beware: what we measure for reward, we inevitably distort.

When Feedback is tied to raises, employees may:

• Choose safer, less honest raters

• Inflate feedback scores

• Fear of giving candid critiques

The Risk to Psychological Safety

360 feedback thrives on Trust.

The moment Feedback feels weaponized, candour withers.

Research shows that when Feedback is perceived as evaluative rather than developmental:

• Rater honesty drops significantly

• Participants experience higher anxiety and resistance

• Growth conversations stall

A Better Path: Separate Growth from Evaluation

Use 360 feedback as a developmental tool, not a performance evaluation.

Promotions and pay decisions should be based on a broader mosaic: KPIs, achievements, values alignment, and leadership potential — informed but not dictated by 360 insights.

Example: Building Trust First

A global logistics company initially tied 360 feedback to bonuses — and saw feedback quality plummet.

After decoupling the two and framing 360 as pure leadership development, the richness and honesty of Feedback rebounded dramatically.

Closing Reflection

Feedback should be a lantern, not a ledger.

Protect its light.