Getting the Most Out of Your 360 Process: A Guide for Leaders

Strong leadership stems from a practice of lifelong learning, and one of the most powerful tools for leadership growth is the 360 feedback process.

A well-run 360 offers something leaders rarely get: an honest, structured view of how they show up across levels and relationships. The input is not just from their boss or a single stakeholder, but from peers, direct reports, and others across the organization.

With the right approach, 360 feedback stretches beyond a routine exercise; it becomes a meaningful opportunity for insight, clarity, and real action. Facilitated by a neutral third-party coach, the process creates a space for honest feedback and a genuine conversation with the leader at its center.

Here’s how to get the most out of the 360 process, drawing on decades of experience coaching leaders at AJO, and including insights from our own leadership team.

Start With the Right Mindset: Feedback as Fuel

Mindset plays a critical role in any feedback process, and it’s particularly important during a 360, where input comes from all directions. Leaders who approach the process with openness and curiosity, rather than treating it as a performance test or critique, gain the most valuable insights.

Shannon O’Connor Bock, President of AJO, recently completed her first 360 in several years. It was a deliberate choice to stay sharp as a leader and to model the learning mindset she encourages across her team. Her experience is a reminder that even seasoned leaders have something to gain from honest feedback. Entering a 360 isn’t about proving your capabilities; it’s about uncovering insights you can’t access on your own.

Clarify Your Purpose and Prepare Thoughtfully

A good 360 isn’t just about gathering data; it’s about focusing on the right areas.

Before launching into the process, it’s important to clarify the learning goals. This might include exploring how effectively a leader is communicating company strategy, how they are empowering their team, or how they are showing up as a collaborator.

Just as important is preparing those who will provide feedback, ensuring they understand that the purpose is developmental. When participants feel safe to share honest input, the process yields stronger insights and more meaningful outcomes.

Translate Insights Into Action: Build a Focused Development Plan

The true value of a 360 emerges after the feedback has been gathered, when the deep work of reflection and behavior change begins. 

At AJO, selecting the right coach or facilitator is a key part of the process. A skilled coach creates a psychologically safe environment, helping to frame the results with nuance and steer the conversation away from defensiveness or overwhelm. 

It is often most effective to identify two or three key areas of focus, rather than attempting to address every piece of input at once, which can dilute progress and overwhelm the recipient.

For example, after her 360, Shannon worked with her coach to build a development plan targeting specific leadership behaviors and shared those goals with her team. The transparency served two purposes: it showed her team she’s committed to growth, and it invited ongoing feedback, creating a loop that persists beyond the formal process.

Lead by Example: Normalize Feedback and Growth

One of the most powerful things a leader can do is model what it looks like to be open to development. This is particularly critical in organizations where feedback has historically been avoided or where coaching has been seen only as a tool for performance remediation. 

Done well, a 360 process reframes coaching and development as accelerators for top performers, not last-ditch efforts for struggling employees. Leaders can reinforce this shift by sharing their own development goals with their teams, inviting ongoing feedback, and visibly engaging in learning opportunities such as coaching, mentoring, or leadership programs. 

When leaders demonstrate that growth is a continuous and valued part of the culture, it encourages others to approach their own development with the same openness and commitment.

Keep the Momentum Going: Make It an Ongoing Practice

A 360 isn’t a one-time exercise that gets filed away until the next big career milestone.

At AJO, we encourage leaders to revisit their development plans regularly, incorporate feedback check-ins into one-on-ones, and even re-run elements of the 360 process over time. As Shannon’s experience shows, after a few years, people and circumstances change, making it worthwhile to gather fresh feedback and adjust leadership approaches as needed.

The goal is not perfection, it’s progress. When leaders engage consistently, they sharpen their self-awareness, build resilience, and improve their ability to navigate change.

Final Takeaways: The Best Leaders Stay Curious

Leadership today demands agility, emotional intelligence, and a capacity to navigate complexity and ambiguity. At the heart of all of that is self-awareness, which is the ability to understand how you impact others and adjust intentionally.

360 feedback is one of the most effective ways to deepen that self-awareness. But it only works if leaders approach it as an opportunity, not an obligation.

At AJO, we’ve seen firsthand that the leaders who get the most out of a 360 are the ones who stay curious, embrace both strengths and growth areas, and commit to small, sustained changes over time.

If you’re ready to explore how a 360 process could help strengthen your leadership or your team, we’d love to connect.