How to Use 360-Degree Feedback to Demystify Development Plans

Every leader needs feedback. It’s key for development, growth, and performance. That raises important questions: What’s the right kind of feedback? When should leaders get it? And who should it come from? 

That’s where 360-degree feedback, also called multi-rater feedback, comes in. Many companies use 360s, but the challenge is making sure the results lead to meaningful development—not just another report. In this article, you’ll learn how to use 360-degree feedback with purpose, paired with coaching and follow-up, to give leaders a clear view of how they’re perceived and how to turn that insight into targeted development.

What Is 360-Degree Feedback? 

360-degree feedback is a development tool that gathers input on a leader’s performance and behavior from the people who work most closely with them. Its purpose is to reveal both perceived strengths and areas for growth.

A 360 review has two parts: data collection and follow-up. Most of the time, data is collected through an online survey using ratings and open-ended comments.  However, at the executive level, feedback may also be collected through interviews with a trained assessor. 

The multi-rater feedback should come from a range of sources, including the leader’s peers, direct reports, stakeholders, and manager. This provides a well-rounded picture of perceptions. Leaders also complete a self-assessment, rating themselves for each skill in the survey. That way, they can see any gaps between how they see themselves and how others experience them. 

Afterwards, leaders receive detailed reports they can use to reflect, build awareness, and focus their development on the behaviors that will have the most impact.

Benefits of 360-Degree Feedback 

The greatest value of 360-degree feedback is that it helps leaders see the gap between their intentions and how they actually show up. By comparing self-ratings with how others perceive them, leaders gain a mirror for reflection that reveals both hidden strengths and growth areas.  

Often, these insights uncover behaviors leaders didn’t realize were holding them back. These “a-ha” moments can spark commitment to change and fuel more effective development. With this clarity, leaders can use the 360-degree reports to build individual development plans that leverage their strengths and target their growth areas.

One common critique of 360-degree feedback tools is that they are subjective. However, you can increase objectivity by collecting feedback from more reviewers, across levels and work relationships.

This diversity in feedback gives leaders a true “360” view. For example, direct reports might value their emotional intelligence, while stakeholders express frustration over communication methods. Or their peers rate them highly on collaboration, while their direct reports feel overlooked. 

At scale, group-level data offers even broader value. For instance, analyzing results from 100 frontline leaders might reveal a shared struggle with leading change. Learning and development (L&D) can then design group-based development programs to address those needs.

Common Challenges in 360-Degree Feedback 

A few mistakes can counteract the good intentions of 360-degree feedback reviews. Here are some of the most common challenges to avoid: 

• Rater fatigue. Overlapping surveys or asking the same people to rate multiple leaders at once can lead to rushed or low-quality feedback. Space out surveys and balance the load for raters.
• Lack of organizational readiness. In cultures uncomfortable with giving constructive feedback, raters may default to superficial praise. Communicate your goals clearly and emphasize that honest feedback is more useful for growth.
• Poor communication. If raters don’t understand how their feedback will be used—or worry about being identified—they may hold back. Educate participants before launch, assure anonymity, and coach them on how to write useful comments
• Too many or irrelevant competencies. A survey overloaded with competencies dilutes insight. Stick to a focused, role- or level-specific list that highlights the behaviors that matter most.
• Vague categories. Asking about broad skills like “communication” isn’t enough. Break competencies down into observable behaviors so leaders know exactly what they’re doing well—or what needs work.
• Lack of follow-through. A 360 is only valuable if leaders act on it. Provide coaching to help them interpret their report and build a development plan.
• Overemphasis on single comments. Feedback is about patterns, not one-off comments. Coach leaders to look for themes across raters rather than fixating on isolated opinions.

When to Use 360-Degree Feedback  

360-degree tools are most effective when L&D teams use them for development, not evaluation. It works best as part of a learning journey or leadership program, giving leaders priorities for where to focus their time and energy.

One of 360-degree feedback’s biggest strengths is closing the gap between how leaders think of themselves and how others think of them. For example, a leader might think they excel at communicating, only to learn that others find their messages unclear. Or a high-potential leader lacking confidence may be surprised to realize that others view them as highly capable.

In either case, 360 feedback makes leaders more aware of how they’re perceived, while holding them accountable for practicing new skills over time.

Multi-rater feedback is especially valuable for frontline and mid-level leaders, but it can be scaled across all levels with the right approach. For executives, interview-based 360s allow for deeper insights. Individual contributors can also benefit from a modified “180” approach, drawing feedback from peers and managers.

When NOT to Use 360-Degree Feedback 

Misusing 360-degree feedback can damage trust if it feels like a tool for judgment or punishment. Past misuse often creates resistance, so it’s important to set clear boundaries. Avoid using 360s for:

• Performance management: If ratings impact reviews, promotions, or pay, raters may not respond as truthfully. Some raters may hold back to avoid harming a colleague, while others may use the process competitively—both of which undermine trust.
• Promotion, hiring, or compensation decisions: A 360 measures how leaders show up today, not what they’re capable of in a future role. Because it relies on perceptions, the risk of subjectivity and bias is too high for high-stakes decisions.
• Decisions about potential: Like promotions, a 360-degree assessment cannot predict future leadership potential. It highlights current behaviors, not what leaders are capable of reaching. 

The bottom line: 360-degree tools should support growth and development, not serve as a basis for high-stakes talent decisions.

How Often Should I Collect 360-Degree Feedback? 

360-degree feedback is best collected at key career moments, like after a role transition or learning program. It provides a snapshot of strengths and growth areas, or a way to measure progress after development.

However, 360s should not be run too frequently. That’s because leaders need time to reflect, act, and grow on the insights they receive.  A best practice is to allow at least 18 months between 360 reviews to support sustainable growth and behavior change.

What’s essential is that you make multi-rater feedback a part of your broader leadership development—not a one-time event. When built into the rhythm of leadership journeys, they provide meaningful checkpoints.

Steps to Implement 360-Degree Feedback Effectively

Step 1: Define Your Goals

Every 360 process should start with a clear purpose. Set development objectives, define how many leaders you’ll assess, and establish a realistic timeline. For one-off reviews, the process may take about a month. For larger groups, expect two to three months, including preparation and rater participation.

Step 2: Select Competencies 

Choose validated, role-relevant competencies that reflect the behaviors you want leaders to demonstrate. You might have competencies that are unique for specific roles, such as a frontline leader. Or you might use a common set of competencies across all of your leaders as part of a broader leadership culture. Always ensure competencies are observable and measurable—otherwise, raters can’t provide meaningful feedback.

Step 3: Choose the Rater Group

Select raters who interact regularly with the leader and can offer balanced input. Include a diverse mix of peers, direct reports, stakeholders, and managers for a complete picture. Leaders may gain different feedback from those they interact with daily, versus a peer on a project team. Avoid stacking the group with only positive voices and make sure each rater has enough exposure to observe behavior firsthand.

Step 4: Administer the Survey 

Most 360s are conducted online. Ask raters to evaluate leaders on specific behaviors within each competency, not vague categories. For example, “adjusts messages to the audience” is more actionable than “communication skills.” Pair ratings with open-ended comments to provide context leaders can use for growth.

Step 5: Leverage the Results 

Equip the person's manager to provide coaching to help the leader make sense of their report and translate it into action. The debrief should highlight strengths, pinpoint growth areas, and guide next steps. At the organizational level, L&D should parse group data for trends they can use to create development opportunities.

Step 6: Create Accountability

360-degree feedback is a call to action, not a report to put away until the next assessment. Hold participants and their leaders accountable by requiring development plans and check-in discussions to revisit progress.

Step 7: Pair 360s With Other Assessments

For deeper insight, combine 360 data with other assessments (like simulation-based or personality assessments). Personality tests reveal internal drivers—the “why” behind behavior—while 360s show external impact—the “how” leaders show up. Together, they provide a fuller picture of strengths, risks, and opportunities for growth.

Best Practices for Delivering 360-Degree Feedback

Delivering multi-rater feedback means more than handing leaders a report. These best practices ensure that the process you’ve applied sparks true behavior change.

• Create psychological safety. Set the tone so leaders feel supported as they explore their feedback, not judged.
• Prepare coaches and facilitators. Train and calibrate those delivering feedback so they can guide productive discussions.
• Train raters. Teach participants to give specific, constructive feedback—focusing on behaviors, not vague impressions.
• Close the loop. Encourage follow-up conversations and action planning with managers to close the loop. 

When delivered thoughtfully, 360 feedback becomes a catalyst for growth.

Conclusion: Leveraging Feedback for Continuous Improvement

360-degree feedback is one of the most powerful resources leaders can use to grow. When embedded into development plans and leadership programs, it provides personalized insights that drive real progress.

For L&D teams, group-level themes highlight leadership gaps and inform programs that create lasting cultural change. But the real impact comes when feedback translates into action. That means planning for accountability—through coaching, check-ins, and ongoing development.

Not every leader will welcome feedback at first. Part of the L&D role is helping leaders build the openness and vulnerability to use it as fuel for growth.

When feedback is acted on, 360s become more than an assessment—they become a catalyst for leaders to flourish and for organizations to thrive.

Want to see it in action? Watch how General Cable used 360-degree feedback to develop high-potential leaders during a time of company growth.