Behind the Scenes of a 360: Making the Most of the Process

360-degree feedback is a valuable tool in leadership development. It provides leaders with a clear view of how they’re showing up, not just from the perspective of their manager, but from peers, direct reports, and partners across the organization.

 A 360 is also a significant investment of time and trust from everyone involved. To get the best results, it helps when each participant goes in prepared: leaders with openness to growth, colleagues with thoughtful and candid input, and managers with a commitment to setting the right tone.

Here are a few ways to make sure the investment pays off.

Preparing as a Feedback Provider

When you’re asked to contribute to a 360, your feedback plays a key role in someone’s development. The process works best when input is thoughtful, candid, and grounded in real observations. Here are a few ways to make it effective:

• Be specific and constructive. Instead of saying “they’re a good communicator,” describe a direct observation: “She keeps our meetings on track and ensures every voice is heard.” Specific examples are more useful than general statements. 
• Balance the picture. A strong 360 captures both strengths and opportunities. Call out what the person does well that should continue, and also note where adjustments could help them be even more effective. Both perspectives are valuable. 
• Focus on behaviors, not personalities. Stick to observable actions, for example: how they delegate, how they handle conflict, how they run a meeting. Avoid assumptions about intent or character, which can feel personal rather than developmental. 
• Think about impact. Feedback lands best when it’s connected to outcomes. For example: “When deadlines shift without explanation, it creates stress for the team” points to why a behavior matters. 

How Managers Can Support the Process

A manager’s role is to set the tone. Teams will look to you to understand how a 360 creates a meaningful opportunity for growth. A few things to keep in mind: 

• Position it as development, not judgment. When feedback is presented as a chance to build new skills and strengthen leadership, people approach it with curiosity instead of fear. 
• Model the behavior. Share your own experiences with coaching or 360 feedback. Leaders who are open about their areas for growth signal that it’s safe to learn, be imperfect, and change. 
• Protect psychological safety. Feedback is most valuable when people believe it will be used to support the individual. Encourage candor, and pair it with respect. Make it clear that input is confidential and directed toward building stronger leadership. 
• Guide the next steps. The real work begins after the feedback is collected. Help the leader translate insights into a development plan, and create space for ongoing check-ins. 

After the Feedback

The most powerful 360s don’t end with data collection, they start there. The real impact comes from how the insights are put into action.

Leaders who take the next step, building a clear development plan and sharing pieces of it with their team send a powerful message: “I’m learning too. None of us are finished products.” 

When leaders invite their teams into the process, it creates space for accountability and real-time support. Team members know what their leader is working on, and they can offer encouragement or constructive nudges along the way. 

The result is more than individual improvement; it’s the foundation of a culture where feedback becomes a norm.

Over time, this shift changes how teams operate. Conversations become more candid, challenges surface earlier, and trust deepens. A 360 isn’t just about strengthening one leader; when done well, it raises the standard for the entire organization.

Final Thought

Participating in a 360 is both a responsibility and an opportunity. The responsibility comes from being honest and thoughtful. The opportunity is to help someone grow into a stronger, more effective version of themselves.

When managers set the right tone and model the way, 360s can become a lasting driver of trust and growth. If you’re considering how a 360 could support development in your organization, reach out to see how AJO can help you explore the right approach.