Do you lead the way you think you do?
See the gap between how you see yourself and how your colleagues see you.
Every leader carries a version of themselves in their head. The people they lead carry another. The distance between the two is where growth lives, and it is the one thing you cannot see for yourself.
The Leadership 360 gives it a shape. Six dimensions, your own rating set compared clearly and confidentially with the people around you.
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The truth nobody around you will say out loud.
There's a certain politeness that forms around anyone in charge. The closer people sit to you, the more carefully they choose their words, until the honest version of events stops reaching you altogether.
So you carry on, and nobody says anything. A decision you thought landed cleanly gets taken three ways by the team. A strength you lean on turns out to be the very thing people brace themselves for. Self-awareness is the hardest thing for a leader to hold, because the space between what you intend and what people feel is invisible from the inside.
The pattern is well observed. Leaders who rate themselves higher than the people around them tend to be the least self-aware, and the most likely to come unstuck.
The Leadership 360 measures that gap. Answers are combined so no one is singled out, which is what lets people level with you, so you can finally see the difference between how you mean to lead and how it lands.
Six dimensions of how you lead.
Each one is a place where the space between how you mean to lead and how it lands tends to open.
Three steps, then the gap.
No long forms and no jargon. You rate a set of short, specific statements about how you lead. Twenty-four of them, eight minutes, and the picture builds as you go.
- 1Rate yourselfEight minutes, one sitting, on your phone or laptop. Your own answers stay private to you.
- 2Invite your ratersAn email each to the people around you. Their answers are pooled and confidential, so they can be honest.
- 3See the gapThe report opens the moment enough have answered: your view, their view, and the distance between them.
The distance between the two readings is the gap the 360 measures.
I give the people around me enough context to make good judgements without escalating to me.
This leader gives me enough context to make good judgements without escalating to them.
Your blind spots, named.
The moment enough people have taken part, you get a clear report you can act on.
You rate your Candour highest of the six. The people around you rate it your lowest. That is where we would start.
Pricing
Self Assessment
- Rate yourself across the six dimensions
- Your radar and overall score
- A view on your strongest and weakest theme
- A private view, held to you alone
360 Assessment
- Everything in the Self Assessment
- Invite up to eight people, pooled and confidential
- The gap between your view and theirs
- A view on how others see your leadership
360 Assessment, Pro
- Up to twenty raters, grouped by relationship
- Theme-by-theme analysis and your key priority
- A development plan to work from
- Report PDF download and a share link
The self-aware ones are the high performers.
The leaders who most need this are the ones it moves. A five-year study of upward feedback found that managers who started out rated poor or moderate improved significantly over the period, and the researchers took care to show the gain was more than statistical drift. Their people noticed, too: in a separate study, followers rated leaders better after feedback, and the leaders' view of themselves shifted closer to how their teams actually saw them.
Seeing yourself accurately turns out to matter for your career, not only your self-knowledge. Managers whose own ratings agree with their colleagues' at the top of the scale are the ones most likely to be selected into succession programmes, and managers selected that way are less likely to leave. Being good is not quite enough. Being seen as good, and knowing it, is what gets acted on.
What separates a 360 that works from one that does not is well documented, and it shaped this one. Feedback used purely for someone's own development produces markedly larger gains than feedback that feeds an appraisal, which is why your report belongs to you and not an HR file. The highest-return thing you can do afterwards is reflect on the results with the people who gave them: managers who did that improved more than those who did not, and improved more in the years they did it than in the years they skipped it. Working with a coach roughly doubles the odds you set a specific goal rather than a vague one, and makes you far more likely to go and ask for further input.
So the report is the start rather than the finish. The leaders who get the most from it take it back to their team, choose one thing, and work on it.
The things worth checking before you start.
No. Your raters only answer about you. Their responses are pooled and shown together rather than individually, with one exception covered in the next question, and they never see your self-assessment or the final report unless you choose to share it.
Peer and direct report groups only appear once at least three people in each have answered, and never in a way that lets a smaller hidden group be worked out by subtraction. Your line manager is the exception: there is usually only one, so their rating is shown as theirs, and by agreeing to rate you they accept that. To see the split you invite your manager plus at least three peers and three direct reports.
Eight minutes, by design. The signal in a 360 is the gap between how you rate yourself and how others rate you, and that gap shows up clearly across six focused dimensions. You are answering about behaviour you see every day, so it does not take long.
That is exactly why answers are pooled and confidential. People tell the truth when they cannot be singled out, which is the whole point of a 360 over asking them to your face.
It is yours. We email your report and keep your results private to you, with no spam. Rater emails and answers are deleted automatically twelve months after an assessment closes, and you can ask us to delete everything sooner.