One thing that is central in building an honest and open feedback process is separating feedback conversations about development from performance appraisal. This is easy in theory, but more complicated in practice.
One question aligns with this: if you cannot use the 360° feedback about development to assess someone’s performance, do you have enough other measures to know if someone is doing a good job and fulfilling their goals? The answer is already part of the question – in the end it is about fulfilling goals, or put differently, about results. If someone is delivering results, isn’t that enough information? But again, the question comes close: do you even know that? Many companies will know this answer for most of the roles they have but for some it can still be a black box. This topic is quite complex and deserves its own article. In any case, the solution should not be to use the peer feedback that is linked to the development of an individual and reuse it to get an idea of the performance of a person.
Conclusion: The easiest way to start making feedback really about development is to just take away the access to it from people who could use it differently. Requesting feedback and deciding if they want to share and discuss it with someone else in the company like people operations, an agile coach or a feedback buddy should lie in the hands of the individual. Of course, some people might not get a regular feedback anymore because they do not ask for it proactively. However, personal development can only come from intrinsic motivation anyway, you cannot force people to develop. Luckily, most people want to develop and get better at the things they do. If the tools they are given to do so are good, why shouldn’t they use them?