Upward feedback is a term in leadership development for a structured process of delivering feedback from subordinates to managers, intended to identify ways to increase management effectiveness and enhance organizational performance. (Also referred to as subordinate appraisal.)

In this era of Sarbanes-Oxley and corporate scandals, the performance of management in organizations has come under increasing scrutiny of stakeholders.

One group of stakeholders, the workers in an organization, have a unique view of how management is doing. Through the mechanism of "upward feedback," associates in an organization can influence the performance of managers.

Because of the complexity of this process, there are a number of critical success factors, including:

Top Level Support - It's important that the CEO provides visible support for the process, communicating its importance to Managers and Associates.

Clear Purpose - In a word, upward feedback is developmental. The aim of Upward Feedback is to improve managerial effectiveness. Typically, it is not directly tied to compensation, though there should be consequences for managers whose Upward Feedback signals trouble.

Training - Upward Feedback is most effective when embedded in a leadership/management development program.

Groundrules & Structure - It's important to plan and carefully lay out how the Upward Feedback process will work.

Backend Support - Once managers get their feedback report, make sure that follow-up support is available for report interpretation, action planning, and follow through.

Compare to 360 degree feedback.

External Resources:

• http://www.msu.edu/~morgeson/morgeson_mumford_campion_in_press.doc