Measuring what matters: 360 feedback done properly

Most 360 processes fail in the same way: the data arrives, the leader feels exposed, and nothing structural follows.

Used well, a 360 does three things. It establishes a behavioural baseline. It makes progress visible to the people who experience the leader daily. And it converts a development plan into a set of specific, observable commitments.

We pair 360 data with behavioural indicators agreed up front with the sponsor, so the measure of success is defined before the work begins rather than negotiated afterwards.

Re-measurement matters more than the first measurement. A single snapshot describes a leader. A second one, months later, describes a change.

That is the standard we hold ourselves to: evidence of shift, not satisfaction scores.