Research, frameworks, and ideas behind 360-degree leadership feedback.
Three of the most influential leadership studies of the last two decades all arrived at the same finding independently: what separates effective leaders is a small set of relationship-based behaviors.
360review assigns every leader one of twelve archetypes based on their 360 results. Twelve independent signals, from the top of your dimension profile to the shape of your Net Talent Score, work together to find the configuration that best explains how your team experiences your leadership.
Most leadership feedback is too vague to act on. Start-Stop-Continue fixes this by forcing specific, behavioral answers a leader can act on tomorrow morning.
Most 360 reviews measure how well a leader performs. They don't measure whether people want to keep working for them. Net Talent Score catches that.
Avoiding honest feedback is not a character flaw. It is a neurological reflex. The brain protects the self-concept by quietly editing what it lets you remember, and the higher you rise the less corrective feedback reaches you. This piece walks through the research on why leaders avoid the mirror, and what changes the moment they actually look.
Your 360review report measures trust, leadership dimensions, and whether people want to work with you again. The scores tell you where to look. The qualitative feedback tells you what to change. The only thing that matters is whether you do something with it.
People will not tell their boss the truth unless they believe it is safe to do so. 360review is built so that respondents never register a name or email, results are only released after a minimum number of responses, and no individual answer can be traced back to its author.
Low scores don't mean you're a bad leader. They mean your team is telling you something specific you can work on. Here's how to respond.
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