Like most executives, Sanjeev Nikore had managerial faults. But unlike most executives, he publicly divulged them to fellow staffers.
The result? A promotion.
Mr. Nikore, a senior corporate vice president at HCL Technologies Ltd., was among its 25 top leaders who went through performance evaluations known as "360-degree feedback" last year and shared the results company-wide via an internal website. Nearly 6,600 other managers at the global information-technology company did the same thing with employees who had graded them.
HCL TechnologiesHCL Technologies' Vice Chairman and CEO Vineet Nayar encourages his employees to be open about their faults. Here, he speaks with staff at the company's Noida, India headquarters.




In these widely-used online feedback surveys, individuals get assessed by superiors, peers and subordinates about issues such as their ability to take charge, coach workers and manage conflict. Executives who reveal their 360-degree feedback typically do so just for their closest lieutenants. But frankness with staff about your appraisal can help your advancement – depending on how you handle it.
In Mr. Nikore's case, "I wasn't too good at delegating because I thought I knew the answers," he recalls. But the reviews opened his eyes and helped change his career trajectory.
Mr. Nikore took charge of consumer services worldwide in 2008, after previously running sales and marketing.
"Sanjeev and several fellow executives landed bigger roles because they achieved stronger results after quickly heeding colleagues' feedback on their leadership style," says Vineet Nayar, CEO of HCL and author of the book, "Employees First, Customers Second.'' HCL adopted this unusual approach in 2007.

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