360 Feedback Questions

Select a small set that relates to the purpose of the exercise. Each question should describe one observable behaviour. Combine a rating, if useful, with a request for an example.

Use “not observed” where reviewers lack relevant experience. Avoid asking reviewers to guess someone’s intentions or agree with a flattering statement.

Use these prompts when reviewers regularly exchange information with the subject.

• How clearly does this person explain priorities and next steps?
• How reliably do they share updates before others need to act?
• How do they check that others have understood?
• Give an example of a conversation that helped or hindered shared work.

Focus on commitments and coordination rather than popularity.

• How reliably does this person follow through on agreed actions?
• How do they handle a dependency that puts someone else’s work at risk?
• How effectively do they share information during handovers?
• What should they continue doing to make shared work easier?

These are most useful for reviewers who experience the person’s leadership directly.

• How clearly does this person explain what good work looks like?
• How available are they when a decision or support is needed?
• How do they respond when someone raises a concern?
• Give an example of feedback that helped you improve your work.

Ask about decisions reviewers have actually seen.

• How clearly does this person explain the reason for a decision?
• How do they seek relevant information before deciding?
• How do they respond when new information changes the situation?
• What one change would make their decisions easier to act on?

Manager: ask about agreed results, judgement and escalation. Peer: ask about coordination, information sharing and reliability. Direct report: ask about expectations, support and feedback. Self: ask for reflection on the same behaviours.

Keep common behavioural questions consistent if you want to compare perspectives. Add relationship-specific prompts only where they answer a different useful question.

“Is this person an inspiring leader?” is vague and encourages a general impression. “How clearly does this person explain the team’s next priorities?” describes something a reviewer can observe.

“Are they reliable and supportive?” combines two behaviours. Split it if both matter. Avoid demanding a positive or negative anecdote from someone who has not observed one.