R — Reading (Original Excerpt)
"360-degree written feedback is a great annual feedback mechanism, but avoid anonymity and quantitative ratings, and do not link the results to promotions or raises."
I — Interpretation
Netflix's 360 feedback system has two formats:
Written 360:
- Conducted annually, signed by name (not anonymous), no numerical ratings, not tied to promotion/compensation
- Uses the "Start / Stop / Continue" three-category feedback framework
- Each person provides feedback to 10+ colleagues
Face-to-Face 360:
- Dinner format: about 3 hours for 8 people, about 5 hours for 12 people
- Proportion allocation: 25% positive affirmation + 75% developmental feedback
- The boss is the first to receive feedback, with a facilitator ensuring the 4A principles are followed
Key evolution: Netflix moved from anonymous feedback to named feedback, because anonymity only produces vague, useless comments. Leaders openly share their own 360 results ("reverse accountability"), which is the key to whether the entire mechanism can be implemented.
A1 — Past Application
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Leslie Kilgore was the first to sign: Netflix CMO Leslie Kilgore proactively became the first to sign her 360 feedback—this triggered a follow-on effect across the entire executive team and set the benchmark for named feedback.
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Ted Sarandos openly shared harsh feedback: Netflix content head Ted Sarandos openly shared his own 360 feedback with 12 direct reports, including sharp comments such as "you don't reply to team emails." Larry Tanz, who had jumped ship from Disney, was greatly shocked and later replicated this practice in his own team.
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The Japan team surpassed the US: During Netflix's internationalization process, the Japan team's 360 feedback, after sufficient preparation time, was even higher in quality than the US team's—proving that cultural differences are not a barrier; sufficient preparation is the key.
A2 — Future Trigger
The following scenarios trigger this skill:
- The user wants to implement a structured feedback mechanism in the team
- The user asks "how to do 360 reviews correctly"
- The user's company's anonymous 360 produces useless results
- The user wants to build a feedback culture that goes beyond informal conversations
- The user mentions that the team lacks candid upward and downward communication
- The user cites Netflix's feedback practices
E — Execution Steps
Step 1: Launch the written 360
- Have each member provide feedback to 10+ colleagues using the "Start / Stop / Continue" framework
- All feedback must be signed by name
- Do not use numerical ratings
- Clearly state: feedback results are not tied to compensation or promotion
Step 2: Leaders go public first (reverse accountability)
- Leaders are the first to openly share their own 360 results—especially critical feedback
- This is the most critical step: if leaders are unwilling to show vulnerability, the team will not be candid either
- The goal is to create "psychological safety," so that everyone knows it is safe to tell the truth
Step 3: Upgrade to face-to-face 360
- Once the team has matured, introduce face-to-face 360 in the form of a dinner
- 8-12 people in size, with a 25% positive / 75% developmental feedback ratio
- Have a facilitator present to ensure all feedback follows the 4A principles (Aim to Assist, Actionable, Appreciate, Accept or Discard)
- The boss is the first to receive feedback, setting the tone
B — Boundaries and Limits (Boundary)
- Do not use anonymous feedback: anonymity only produces vague, passive-aggressive comments and cannot promote real growth
- Never link it to compensation or promotion: once linked, honesty will be corrupted by self-interest
- Face-to-face 360 requires mature participants: an experienced facilitator needs to be present, and do not attempt it when the team's foundation of trust has not yet been established
- Not suitable for brand-new teams: in a new team where trusting relationships have not yet been established, directly implementing 360 may backfire
- Prerequisite: the team needs to already have a certain foundation of a candid culture (you may refer to the 4A feedback principles as groundwork)