Leadership & people management
OpenSelf
5.0
Others
4.2
Your reviewers rate this lower than you do (4.2 against your 5.0).
360-degree feedback£30 inc. VAT
Leadership 360 degree feedback, ready for the appraisal table
Gather observed-behaviour ratings from the people who see you lead every day. For organisation-assigned cycles, managers choose reviewers or approve employee nominations. A guided questionnaire turns those perspectives into a report with practical next steps.
- Questions
- 40
- Reviewer time
- 8-10 mins
- Typical cadence
- Annually, or at the start and end of a development programme
What this assessment is for
Most leadership feedback arrives once a year, filtered through one person's opinion. A 360 puts four perspectives side by side, shows where your self-rating and everyone else's part company, and turns that into development actions you can take into your next review.
Our flagship 360. 20 or 40 behavioural questions across 12-16 themes, rated by the person, their manager, peers and direct reports, with a Johari view and an AI coaching narrative.
Who does what
Who is assessed
You, as a leader or manager.
Who answers
You rate yourself, then your manager, peers and direct reports describe observed behaviour. Peer and direct-report feedback is grouped; manager feedback is shown separately. For organisation-assigned cycles, managers choose reviewers or approve your nominations.
Best used when
Appraisals, promotions, or the start and end of a leadership programme.
Reviewers: Self, manager, peers and direct reports - 6 to 10 reviewers works best.
What it measures
40 statements across 16 themes, each rated on a 1 to 5 scale. Choose how often you have seen each behaviour: Rarely, Sometimes, Often, Very often or Almost always. Choose Not observed when you have not had an opportunity to see it; these answers are excluded from scores.
Leadership & people management
Setting direction, managing people, performance and talent.
Communication & presentation
Communicating clearly across audiences and media.
Data, analysis & decisions
Using data and analysis to make sound decisions.
Project & change management
Leading projects and change to deliver outcomes.
Financial & resource management
Managing budgets, costs and resources well.
Stakeholder relationships
Building, influencing and maintaining relationships.
Coaching & development
Growing capability in self and the team.
Regulation, ethics & EDI
Applying law, policy, ethics and inclusion.
Sustainability & responsibility
Acting responsibly on social, environmental and economic impact.
Risk & business continuity
Identifying risk and keeping critical functions running.
IT, digital & AI
Using digital tools and emerging technology.
Strategy & operational planning
Aligning operations with strategy and future direction.
Strategic leadership & vision
Sets direction, anticipates the future and designs the org to deliver.
Executive communication & influence
Communicates with credibility across board, external and internal audiences.
Financial & commercial acumen
Owns P&L, allocates capital and drives commercial growth.
Governance, ethics & risk at scale
Works with governance, escalates risk and leads through crisis.
Sample questions
- Makes it clear what each person is responsible for and what good looks like.
- Treats everyone fairly and with respect, including under pressure.
- Keeps people informed about things that affect their work, before they hear it elsewhere.
- Uses performance data to spot problems early, before they grow.
- Checks whether a change actually worked, and adjusts based on what they find.
- Delivers projects on time without needing last-minute rescues.
A sample of the 40 statements included.
Inside your report
What you get when the responses are in
- Scores by theme, question and reviewer group (manager, peer, direct report), based on how often each behaviour is seen
- Self-awareness and agreement gaps - your blind spots and hidden strengths
- Johari window view of what is known, hidden and unseen
- Written comments grouped by reviewer type - peer and direct report comments are only broken out once three or more have responded
- Development actions written against the themes that scored lowest
- One-tap "Save to 1:1" and "Create Growth Goal" buttons on the summary points, so feedback turns into a conversation and a plan
When to run it
- Annual appraisal or performance review evidence
- Before and after a leadership or management development programme
- Promotion readiness for a team lead stepping up
- New manager baseline in the first six months
- Succession planning and talent reviews
Inside Leadership 360
Explore a sample report
Sam Taylor · Fictional example · No customer data
Fictional sample report
Sam Taylor
7 reviewers · 20 questions · 6 Oct 2026
Self score
4.0 / 5
Others' score
3.3 / 5
Your manager's scores are shown separately. Peers and direct reports are only broken out once at least three people in that group have responded.
Key insight
Broadly aligned, with some differencesAcross every question, your 7 reviewers rated you lower than you rated yourself (3.3 against your 4.0).
Theme breakdown
Self vs othersCommunication & presentation
HiddenSelf
4.0
Others
3.2
Your reviewers rate this lower than you do (3.2 against your 4.0).
Data, analysis & decisions
UnknownSelf
3.0
Others
2.2
Your reviewers rate this lower than you do (2.2 against your 3.0).
Project & change management
OpenSelf
5.0
Others
4.3
Your reviewers rate this lower than you do (4.3 against your 5.0).
Financial & resource management
HiddenSelf
4.0
Others
3.2
Your reviewers rate this lower than you do (3.2 against your 4.0).
Stakeholder relationships
HiddenSelf
3.5
Others
2.7
Your reviewers rate this lower than you do (2.7 against your 3.5).
Coaching & development
OpenSelf
5.0
Others
4.3
Your reviewers rate this lower than you do (4.3 against your 5.0).
Regulation, ethics & EDI
OpenSelf
4.7
Others
3.9
Your reviewers rate this lower than you do (3.9 against your 4.7).
Sustainability & responsibility
UnknownSelf
3.0
Others
2.3
Your reviewers rate this lower than you do (2.3 against your 3.0).
Risk & business continuity
HiddenSelf
4.0
Others
3.3
Your reviewers rate this lower than you do (3.3 against your 4.0).
IT, digital & AI
HiddenSelf
4.0
Others
3.2
Your reviewers rate this lower than you do (3.2 against your 4.0).
Strategy & operational planning
UnknownSelf
3.0
Others
2.3
Your reviewers rate this lower than you do (2.3 against your 3.0).
Business case
The business case, in three numbers
Everything you need to justify the spend to a finance lead.
- Assessment cost
- £30
- Typical cost avoided
- £8,000+
- Break-even
- One 360 costs less than half a day of executive coaching.
Including VAT, per assessment.
Typical cost of an external leadership audit
- External leadership assessment and coaching packages commonly run from £3,000 to £8,000 per manager.
- Poor management is the most cited reason UK employees leave, and replacing one experienced team member costs 16% to 20% of their salary (CIPD).
- A manager's blind spots multiply across everyone reporting to them, so the return scales with team size.
Figures are published UK benchmarks (CIPD, HSE and recruitment cost surveys) and are indicative, not a guarantee of savings in your organisation.
How it works
1. Set it up and pay
Create the cycle, pay £30 including VAT, or use 6 credits if your organisation holds a credit wallet.
2. People tap a link
Everyone you invite gets a unique magic link. No account, no password, works on a phone.
3. Read the report
Scores, gaps and comments are assembled as responses come in, ready to take into the conversation.
Frequently asked questions
How many reviewers do I need for a 360?
Aim for six to ten: your manager, three or four peers and two or three direct reports. At least three reviewer responses, excluding the self-review, are required before the cycle can close for reporting. Peer and direct-report groups with fewer than three responses are merged, but small groups or distinctive comments can still reveal who contributed.
Is 360 feedback anonymous?
Peer and direct-report feedback is grouped, with groups below three responses merged into "other colleagues". Manager feedback is shown separately, so treat it as named; self-ratings are yours. Grouping reduces identification risk but cannot guarantee anonymity in small groups or distinctive written comments. For organisation-assigned cycles, the subject sees only the total response count, not individual submission statuses.
How much does a leadership 360 cost?
£30 including VAT for an individual, or 6 credits if your organisation holds a credit wallet.
How long does it take reviewers?
Around 8 to 10 minutes. Reviewers open their unique email link without creating an account. They work through one theme at a time, with visible progress, frequency choices and an "I haven't observed this" option, then finish with written feedback.
What exactly are reviewers asked?
Each question describes one thing a leader does that colleagues can see, such as "Explains the reasons behind decisions that affect the team". Reviewers choose how often they have seen it: Rarely, Sometimes, Often, Very often or Almost always. They are asked to keep "Almost always" for things the person does every time. You answer the same questions about yourself.
Why a 'how often' scale instead of agree or disagree?
Asking how often a behaviour is seen encourages reviewers to draw on real observations rather than general agreement. It is designed to reduce polite score inflation, not eliminate bias or turn feedback into an objective measure of competence.
What if a reviewer has not seen a behaviour?
They pick "Not observed". That answer is left out of every score, so a guessed middle rating never drags an average down. It is only offered to reviewers, not on your own self-review.
What framework are the questions based on?
The questions are written as observable behaviours drawn from the Operations Manager Level 5 occupational standard, covering how you lead people, manage performance and delivery, communicate, and develop yourself, pitched at four seniority levels.
Who chooses the reviewers for an organisation-assigned 360?
The organisation chooses the approach for each cycle. Manager chooses reviewers is the default. Alternatively, Employee nominates, manager approves lets the employee suggest colleagues, with invitations remaining inactive until an authorised owner or manager approves them. Employees cannot send, chase or remove sent organisation invitations.
How do owners and managers know reviewer selection needs attention?
Reviewer tasks appear in notifications and on Organisation Today. Authorised owners and managers can open the cycle to add reviewers or approve nominations. Owners can manage all organisation cycles; managers can manage cycles they assigned or cycles for staff in their reporting line.
Can the person being reviewed see who has responded?
The person being reviewed can see invited reviewers and the total number of responses, but not each person's submission status or response time. This applies to personal and organisation-assigned cycles. Authorised organisation owners and managers can see invitation statuses to manage reminders. Response tracking is separate from how feedback is grouped in the report.
When can a Leadership or Values 360 report be completed?
At least three reviewer responses are required before a cycle about one person can be closed for reporting. The self-review does not count towards that minimum. This applies to both personal and organisation-assigned 360s, not to pooled team surveys. Invite more than three reviewers to allow for non-response; small groups and distinctive comments can still make a contributor identifiable.
Can I still buy and run my own 360?
Yes. A personal, pay-as-you-go cycle keeps self-selected reviewers and the existing payment journey, without employer nomination approval. Your organisation does not gain access simply because you work there. An organisation-assigned and funded cycle is managed by that organisation, with report access for authorised owners and managers.
Other 360 feedback options
Ready to run it?
Set up the cycle, invite the people you want to hear from and get your report.£30 including VAT, or through your organisation's credit wallet.
Buying for yourself? Pay directly at checkout with VAT included. Running this for your team? Organisation credits let you edit the questions, assign colleagues and view team analytics - credits are £5 each plus VAT, with no second tax when you spend them.