As leaders rise in influence, something curious — and dangerous — tends to happen: the feedback gets quieter. And it gets weirder. At the very least, it gets distorted.
People become more cautious in what they say. We filter what we share ‘upward’ – to those we perceive as having more power. And leaders, despite their best intentions, start operating with a partial and possibly inaccurate picture of how they’re actually showing up.
That’s where a confidential 360° feedback process becomes invaluable. It’s one of the few tools that can illuminate the hidden perception gaps that grow with power — gaps between how we intend to lead, and how we’re actually experienced.
I’ve had the privilege of supporting 360 processes with hundreds of leaders across multiple sectors, including as part of the Art of Leadership training in Canada and with the Rockwood Leadership Institute in the USA. Here’s what I’ve learned:
What is a 360 process?
It’s a structured process that gathers confidential, candid feedback from a mix of peers, direct reports, and other close colleagues. Leaders compare this with their own self-assessment, giving them a rare mirror into how others experience their values, strengths, and areas for growth.
Why does it matter?
Research confirms what most experienced leaders already suspect: the higher up you go, the less honest feedback you get. A well-facilitated 360 process helps restore that clarity — and opens the door to intentional, ongoing development. Author Julie Diamond, one of the world’s foremost experts and researchers on power and leadership, explores this dynamic beautifully in her book Power: A User’s Guide. She outlines how power distorts the feedback loop around leaders — creating perception gaps that make it harder to self-correct.
What does it involve?
A typical process might include confidential, structured interviews of 30-60 minutes or an anonymous written survey with 35 or more questions, covering themes such as strategic efficacy, self-awareness, communication skills, interpersonal skills, conflict competence and more. Themes are synthesized and shared back with the leader in a clear, non-attributed way. The result is a set of insights that are often eye-opening, affirming, and sometimes humbling — but always useful.
How to Get Started with a 360 Process
If you’re curious about trying a 360, here are a few common approaches:
1. Join a leadership program that includes it.
Programs like The Art of Leadership offer 360 feedback as part of a broader development experience, alongside coaching, peer learning, and time for reflection.
2. Work with a certified coach who uses a 360 survey tool
For example:
- Julie Diamond’s Diamond Power Inventory (DPI) offers deep actionable, behaviour-based insights into how individuals use — or misuse — their personal and positional power. (I’m certified in the DPI and will write more about it in a future post.)
- Indy Batth is certified in the Leadership Circle Profile, a widely respected instrument used by senior leaders worldwide.
- Michael Bell, my co-facilitator at Art of Leadership, has created his own rigorous and thoughtful 360 tool used with his most senior clients in multiple sectors
3. Partner with a coach or consultant for an interview-based 360
This is often used with executive leaders and involves 1:1 interviews with peers, reports, and other stakeholders — offering a nuanced, contextual picture of leadership impact.
Each approach offers something different — and all can provide powerful insight when guided by someone thoughtful and experienced.
A few keys to success:
Rater selection: Be sure you – the leader being assessed – are supported in considering your rater selection (who you’ll seek feedback from). You’ll want a mix of ‘cheerleaders’, ‘critics’, and of raters with different kinds of power and rank, relative to yours, including bosses, peers, and ‘subordinates’.
Rater tips: Be sure that the ‘raters’ have some guidance or even training in how to offer actionable, constructive feedback
Don’t go it alone. Successful processes involve training and support about how to skilfully receive feedback, before and during the process. This is vitally important not just for the feedback recipient, but for those around you. People need to feel safe giving feedback, especially to their ‘bosses’, without fear of punishment – or of ‘hurting your feelings’. And you, as a leader, need to be able to skilfully receive feedback with grace, discernment and a clear intention to grow, without feeling crushed – or dismissing the strengths others see in you.
What are your experiences with 360 survey processes – the good, the bad and the ugly?
Suzanne Hawkes 