For the last 10 years I have been putting gifted leaders back together after their 360 performance reviews. I'm appalled at what I believe to be the inherent flaws in such a process and I am sickened at the damage they do to everyone and to our notion of leadership. Seemingly a brilliant concept (anonymous feedback from the main people who are impacted by a leader's style), they are ultimately damaging to the leader and the organization.

Specific flaws:

• The methodology offers the poor performers an unchallenged voice. It is often used as an opportunity to "get back" at a leader who has given performance feedback to someone who has failed to meet expectations. The leader does not get to defend himself or herself from this anonymous feedback, and yet it is weighed heavily in the performance of the leader.
• "Anonymous" brings out mean spirited responses, again, from those with an ax to grind. There is something unhealthy in telling someone that they can say whatever they want and no one will ever be able to hold them accountable. Sanctioning a tool that promotes passive aggressive behavior simply makes no sense.
• My clients typically know exactly who made the most negative comments because they inadvertently say it in a way they have said it before. The fact that they say it in a formal, documented process does not improve relationships or teamwork.
• The weighting of the feedback is always toward the negative. That does not mean that there are more negative than positive comments. It means that the person is forever haunted by the mean things that are said. Rarely are the people who have just been zapped by a 360 able to remain objective.
• The mechanism does not promote learning or growth. Typically people learn best through positive reinforcement and redirection of their core strengths. Negative feedback, well articulated and delivered carefully, can be very helpful. What this tool seems to do, however, is make leaders afraid to make anyone unhappy. They lose themselves and their direction in trying to please. In fact, one of my most talented clients was told by the person handling her 360 that the most important thing she could focus on was making people "like" her. He clearly indicated that this was more important to do than to get the results.

Receiving a 360 is a bit like walking into your office and finding an unsigned, nasty note. You might learn and grow from the experience, but the odds are higher that you will feel wounded and betrayed. There simply is no substitute for a fearless HR person who has been well-trained in successful ways to give feedback to very strong personalities. While the 360 is a popular tool and a trend, it is an excuse for not doing what we should do in the first place. Say "no" to 360's in your organization.

Toni Lynn Chinoy is the founder of Harlan-Evans, Inc., a Leadership Development firm and the author of multiple books on leadership and relationships. She coaches many HR professionals on skills to give feedback to leaders.