360 Degree Feedback Sample


How do you rate the 360 degree feedback process at your organization? What would you change about it to make it better?

A 360 degree feedback program is an excellent way for employees to get information on their performance from peers, bosses, team members, subordinates, and customers. However, too often a company’s 360 degree method is either feared for being too punishing or laughed at for being too inconsequential. It’s important for the company and employees to understand that feedback is a continuous process, not a one-time event.


  1. Determine the organization’s goals and purpose for the assessment
  2. Develop the employee survey elements specific to internal findings and external best practices
  3. Create the feedback process questions and procedures as it relates to these findings and implement
  4. Analyze the results and identify gaps
  5. Conduct ongoing training, communication, and feedback to improve employee performance and engagement as it relates to the company’s goals and purpose

The 360 degree feedback questions should relate directly to the goals of the organization and their purpose for conducting the survey, as well as whether they are looking for feedback on the employee’s current performance (typically rated on a number scale) or on the employee’s potential for development (more open-ended questions). To distinguish between the two, here are some 360 degree feedback sample questions for each:


  • I perform my job well.
  • I understand my job duties.
  • I know how to expand my skills and opportunities for growth.
  • I understand my customers and what they need.
  • I have the necessary resources to get the job done.


  • Describe your communication style.
  • What do you consider your strengths to be?
  • What skills would you like to improve?
  • Describe how you develop and maintain relationships.
  • How do you relate to, develop and encourage others?

Another key step in the 360 degree feedback process is reviewing the results with the employee and discussing a plan moving forward. It creates trust issues when a survey is conducted and then nothing happens as a result. The only way any change will occur is by creating a development plan of action and continually assess and adjust the progress.

When creating a 360 feedback survey for your organization, keep these tips in mind to develop a thorough process that is ongoing and effective rather than just doing it to show you’ve done it. So what is your opinion of 360 degree feedback survey process at your company? Is there room for improvement?

360 Degree Feedback Sample Toolkit

How Do I Get Promoted? – Identify Your Leadership Brand & Reputation

how do I get promoted

In my previous blog, I discussed why “no news isn’t always good news” when it comes to understanding why you aren’t receiving the feedback you need to identify those leadership skills you need to develop in order to get promoted. To help you get started identifying your leadership brand and determining your reputation at work, try the following exercise when you are meeting with your team and can reserve 45 minutes on the agenda use this technique.

1. Let the team know you are working on your leadership improvements and need their help and assistance. That you want to get their direct and candid feedback about your current leadership effectiveness.

2. Tell the team you are leaving the meeting for 20-30 minutes and that you’d like them to record on a flipchart what you should STOP, START, and CONTINUE doing as a leader. What suggestions do they have for improvement. Mention that their specific comments are anonymous.

3. After the team completes their discussion re-join the meeting and seek clarification on the specific items. Don’t try to uncover who said what unless a team member volunteers. You lose credibility and trust by trying to find out which team member made each entry. In addition, the technique is useless in the future with this line of inquiry. Most of all be open and receptive and thank the team members for their input no matter what you receive.

4. It is important to use the feedback provided so make the changes you feel will have the biggest positive impact on your leadership effectiveness.

5. Repeat these steps quarterly.

The fact that perception equals reality, at least in the minds of your stakeholders and decision makers for your career success, is a truism. That is why it is critical to your success to learn what the perception is from others and how they view your reputation. Generally, we are lousy judges of our own performance, contribution and value to an organization. 360 degree surveys are very popular today for leadership development because this survey allows you to get anonymous evaluations of your competencies from your direct reports, peers and manager.

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How Do I Get Promoted? – Why No News Isn’t Always Good News

how do I get promoted

If you don’t know what you are truly lacking to advance your career then you have a very low chance to succeed in terms of getting the very few job opportunities at the most senior levels of the organization. The funnel really constricts in terms of ascension to the top the higher you go in any organization.

Most leaders in the organizations still believe that “No news is good news.” What that typically translates to mean in practice is that you feel that you can work hard and get acceptable performance reviews and that everything is okay and your career is on track to advance. But what typically happens when you ask for feedback through an anonymous 360 degree survey? The majority of leaders receiving the “gift” of feedback are often surprised, hurt, and shocked at the feedback. In the very worst cases, I have had leaders become uncommunicative, mentally “check out”, and completely shut down during the debrief sessions.

The question isWhy do your direct reports, peers and managers use a 360 survey to deliver some “bad news” or developmental messages that have not been communicated before? Here are some of the primary reasons you may not know your reputation.

You don’t really want to know. It is entirely possible that you are perceived as lacking self-awareness and seem disinterested in learning about how to improve yourself. In other words, you have blind spots where you rate or view yourself at a higher level of skill, ability and contribution than others evaluate you.

You are omnipotent. Confidence is a good thing in general. However, it can become an obstacle to seeking feedback about your leadership and even noticing negative cues in the environment. What many don’t realize is that they need to be constantly scanning the environment to be sure that they identify how others perceive them (i.e., their reputation) and how this differs from the self-perception (i.e., their identity).

You’re a terrible leader.  Most leaders don’t have the knowledge or observational skills to describe what another leader is doing that is having a negative effect on others and producing inferior results. For example, a leader may receive feedback like:  “He rubs people the wrong way” or “The team won’t follow her.”  One of the benefits of the 360 degree survey is that it outlines in very specific behavioral terms what leadership behaviors are required to be successful. So, when colleagues get to select from say among 80 different behaviors it is a level of specificity that allows them to identify specific behavioral examples that are performed well and some not well.

It’s not polite to criticize others. I would say that the majority of the companies have cultural norms that don’t encourage candor and directness in any direction. People may fear losing their job if they criticize their manager. When was the last time one of your direct reports voluntarily gave you feedback to improve? Something like, “Charlie, you really blew that presentation!” It could be career suicide in many companies. The 360 survey keeps a veil of secrecy as to who made what comments and ratings due to anonymity for raters.how do I get promoted

They don’t want to pick a fight. Many managers simply don’t want to confront poor performance and especially if it is in the soft skills areas. Many believe that as long as a leader performs and gets results, how they get them is not as important. In fact, even when leaders don’t get the results there is a reluctance to confront others with negative feedback.

If I tell you I may hurt my chances of success. Many leaders believe that if they level with their direct reports or peers about performance areas that are negative, they will de-motivate them. After all, who wants a team of unmotivated members? So, why tell top performers they have areas they must develop in order to succeed and grow their careers?  It is best left unspoken as long as the performance is at acceptable levels.

I don’t know how to tell you this.  It’s a lot harder to give negative feedback in the soft skills areas then in the objective business results areas. How easy is it to tell a direct report that she has alienated her team due to her condescending tone or aggressive style of communications? The soft skill areas are particularly difficult to pinpoint and communicate than not hitting a financial or operational metric.

So how do you get promoted? First, understand what your reputation at the company truly is. It is your responsibility to determine your reputation and to continually seek feedback so you can avoid blind spots, develop key leadership skills and shape your reputation. Leaders who fail, fail to ask for feedback.

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