When we first tested annual written 360s, we ran them like everyone else. Each employee selected a handful of people she wanted to receive feedback from, and those people filled out the report anonymously, rating the employee on a scale of 1 to 5 across a series of categories and leaving comments. We used a “Start, Stop, Continue” format for the comments to ensure that people didn’t just pat each other on the back but gave concrete, actionable feedback… We no longer have employees rate each other on a scale of 1 to 5, since we don’t link the process to raises, promotions, or firings. The goal is to help everyone get better, not to categorize them into boxes. The other big improvement is that each person can now give feedback to as many colleagues as they choose at any level in the organization—not just direct reports, line managers, or a few teammates who have invited input. Most people at Netflix provide feedback for at least ten colleagues, but thirty or forty is common. I received comments from seventy-one people on my 2018 report.

The live 360s are so useful because individuals become accountable for their behavior and actions to the team. Given how much freedom we grant employees, along with the general “don’t seek to please your boss” climate, this co-responsibility provides a safety net. The boss doesn’t tell the employee what to do. But if the employee acts irresponsibly, he will get feedback from the group.

Getting publicly ripped apart sounds like torture. Each time I go to a live 360 I’m nervous. But after you get started, you see it will be fine. Because everyone is watching, people are careful to be generous and supportive in the way they give the feedback—with the intention of helping you succeed. No one wants to embarrass or attack you. - Larry Tanz, VP of content.

• Candor is like going to the dentist. Even if you encourage everyone to brush daily, some won’t do it. Those who do may still miss the uncomfortable spots. A thorough session every six to twelve months ensures clean teeth and clear feedback.

• Performance reviews are not the best mechanism for a candid work environment, primarily because the feedback usually goes only one way (down) and comes from only one person (the boss).

• A 360 written report is a good mechanism for annual feedback. But avoid anonymity and numeric ratings, don’t link results to raises or promotions, and open up comments to anyone who is ready to give them.

• Live 360 dinners are another effective process. Set aside several hours away from the office. Give clear instructions, follow the 4A feedback guidelines, and use the Start, Stop, Continue method with roughly 25 percent positive, 75 percent developmental—all actionable and no fluff.

Whether criticism or praise, it’s a leader’s job to give their team feedback all the time. But every person on the team should be hearing more about what they did well than what they could do better, or they’re going to feel deflated and unmotivated. And if you can’t find more compliments to deliver than criticism, that’s a failure in leadership—either you’re not coaching the person sufficiently, or you’ve tried and it’s not working, which means they should no longer be on the team.

These rules help your team to feel safe—especially if you practice them consistently. Consistency is one of the most important and underrated aspects of being a leader. A person can’t feel safe at work if they’re apprehensive about what version of their manager they’re going to encounter on any given day. So if you’re the boss, you need to be steady, controlling your moods so you don’t end up taking out that morning’s squabble with your spouse on a server with a wrinkled shirt.

This is the ideal—but let’s be honest: every once in a while, you’re going to mess up. When you do, apologize. There’s an inherent intensity that comes with being passionate about what you do, and on occasion, it can get the better of you. I’ve certainly expressed exasperation and disappointment in ways that weren’t textbook illustrations of how to handle a correction in the workplace. But every time, I’ve made sure to apologize—not for the feedback itself, but for the way I delivered it.