See how your behaviour comes across to others
In a 360-degree feedback round, someone rates their own behaviour and asks their manager, peers and direct reports to rate it too. The differences between those views are where development starts.
What 360° feedback gives you
Self-view next to others' views
Where your own rating differs from how colleagues see you is often the most useful insight, both for blind spots and for strengths you underrate.
Feedback on behaviour, not personality
Raters judge what they can observe, such as how someone listens, delegates or follows up, which makes the feedback concrete and easier to act on.
Honest feedback that feels safe
When answers from peers and direct reports are combined and can't be traced to one person, colleagues dare to be more open.
How a 360° round works
Choose the behaviours
Agree which behaviours or competences the feedback is about, linked to the role or to your leadership model.
Select the raters
The participant chooses, together with their manager, around six to ten raters: manager, peers, direct reports and sometimes clients.
Collect the feedback
Everyone rates the same behaviours. Show peer and report scores per group only when the group is large enough to stay anonymous.
Discuss and plan
The participant reads the report with a coach or HR adviser, picks two or three behaviours to work on and shares that plan with the raters.
What fits alongside 360° feedback
The 360° questionnaire in our library measures how colleagues rate observable behaviour. A self-report questionnaire helps explain where the differences come from.
Personality
Shows the preferences behind the behaviour others see, which helps explain gaps between self-view and feedback.
Motivation and values
Clarifies what someone wants to grow towards, so the development plan is something they actually want.
For development, not appraisal
360° feedback only works when people trust it. Use it for development, not for pay, ratings or decisions about someone's job, and say so upfront. The full 360° flow in the app, with rater invitations and group reports, is something we are building; ask us how we can run a round with you now.
Frequently asked questions
How many raters do you need?
Usually six to ten in total. For each group of peers or direct reports, aim for at least three, so that individual answers can't be traced. With fewer, combine groups or report only on the total.
Is 360° feedback anonymous?
Answers from peers and direct reports should be. Show them only as group results and remove or rephrase comments that give away who wrote them. Feedback from the manager is usually not anonymous, and participants and raters should know that in advance.
Can we use 360° feedback in performance reviews?
We advise against it. Once feedback affects pay or ratings, raters start answering strategically and participants get defensive. Keep the report with the participant, and let them bring what they learned into the review themselves.
How often should we repeat a 360?
Every one to two years, so there is time to work on the behaviours in between. A repeat with largely the same raters shows whether others notice the change.
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