When it comes to leadership, we all have blind spots. We think we know how we’re showing up—but how we’re perceived can be something else entirely.
That’s where 360 feedback comes in. It’s one of the most effective tools for helping individuals understand their leadership impact, through the eyes of the people they work with every day.
At Raleigh Consulting Group, we’ve used 360 feedback tools for decades to guide leadership development, strengthen communication, and support real behavior change.
360 Feedback is a process in which a leader receives confidential, structured feedback from a range of people who interact with them regularly. This typically includes:
The goal is to give the leader a well-rounded view—not just how they think they’re doing, but how others experience their leadership day-to-day.
Unlike traditional top-down evaluations, 360-degree feedback gathers diverse perspectives, creating a more accurate and actionable picture.
While each tool varies, most 360 instruments focus on:
We often use the Leadership Practices Inventory (LPI) from Kouzes and Posner, which evaluates leaders across five validated practices. However, we also customize tools to meet the organization’s specific needs, culture, or leadership level.
Leaders rarely get honest, well-structured, and safe feedback from colleagues, especially those they supervise. Without that, growth can stall.
In short, 360 feedback provides a mirror that leaders don’t often get to look into.
We choose from validated instruments, such as the LPI, or customize one aligned to your competency model or values.
Surveys are sent confidentially to a selected group of raters. We support the process to ensure clarity and engagement.
We generate a clear and digestible report that highlights patterns, strengths, and areas for development.
We meet one-on-one with each participant to explore their results, set goals, and create an action plan.
In some cases, we aggregate results to identify team themes or gaps in organizational culture.
While 360 feedback can be incredibly valuable, it’s not a magic fix—and it’s not right for every situation. If the conditions aren’t right, it can backfire or fall flat. Here are some of the most common challenges we've seen over decades of facilitating this process.
If your culture is one where people fear retaliation, where feedback is often used punitively, or where leaders aren’t open to hearing tough truths—360 feedback won’t work. Respondents won’t be honest, and recipients may shut down.
If the leader is in crisis, the team is in upheaval, or there’s a lot of transition happening, 360 feedback may land at the wrong time. People may be too distracted or emotionally charged to provide helpful, balanced input.
Handing over feedback reports and walking away is a common mistake. Without a skilled coach or facilitator, leaders may feel confused, discouraged, or defensive.
Not everyone is ready to hear feedback. When a participant is resistant or dismissive, the process can breed cynicism rather than insight.
Some 360 instruments are too generic or filled with jargon. If the language doesn’t resonate or the structure isn’t user-friendly, participants may not take it seriously.
360 feedback is not ideal when:
In those cases, other tools such as team interviews, stakeholder surveys, or facilitated retreats may be more effective starting points.
We don’t just deliver a report. We facilitate the full experience:
Whether you're supporting one high-potential leader or an entire leadership cohort, we tailor the process to bring insight, safety, and real-world application.
If you’re looking to grow as a leader—or help your team level up—360 Feedback can offer the clarity and direction you’ve been missing.
Contact us to explore how we can help you bring this powerful tool into your organization.
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