How to use 360 feedback for leaders to build a culture that thrives – not survives.
In many organisations, mention 360 feedback to managers, explain what it is, and you will hear a sharp intake of breath or see a grimace. They imagine having to brace themselves for a barrage of anonymised critique which will leave them angry and damaged.
But it doesn’t have to be like that.
When used well, 360 feedback is one of the most powerful tools for leadership growth, cultural alignment and performance improvement. The problem isn’t the tool itself – it’s how some organisations use it. Many 360 processes are mechanical, impersonal, and unconnected to anything meaningful. As a result, if organisations do 360 feedback, they reinforce fear, not insight. It’s a tick box exercise rather than something used to spark a breakthrough – something to endure rather than learn from.
This article is for leaders who want more – more insight, more connection, and more impact. Because great leaders don’t just receive feedback. They use it to lead better.
Why 360 Feedback for Leaders Shouldn’t Be a Tick-Box Exercise
Let’s start by clarifying what 360 feedback is actually for.
Too often, it’s framed as a way to identify “weaknesses” or “development areas” – a kind of diagnostic checklist to highlight what’s broken. But the best leaders understand that it’s not about fixing people. It’s about freeing them to lead with greater clarity and confidence.
At its core, 360 feedback is about three things:
- Awareness – seeing yourself through the eyes of others
- Alignment – understanding how your intentions land in practice
- Accountability – choosing to grow in ways that matter
When those elements are in place, feedback becomes something entirely different. It stops being a performance review tool and starts becoming a cultural catalyst.
Because here’s the thing: the way you, as a leader, receive and act on feedback sets the tone for your entire team – and ultimately your entire business.
Common 360 Feedback Pitfalls That Undermine Leadership Growth
Unfortunately, most 360 feedback processes fall short. Here’s why:
- They’re overloaded with generic leadership questions that don’t reflect the reality of your business or strategic goals.
- The reports are overengineered, under-explained, and often unread.
- There’s little or no support to interpret the findings, let alone act on them.
- And worst of all, they’re disconnected from any meaningful follow-up or growth journey.
One organisation we worked with hadn’t done any structured feedback in years. Before partnering with us, the senior team decided to run a 360 feedback exercise themselves. When they finally received their 360 reports, they were overwhelmed – not by the content, but by the sheer weight of unspoken assumptions, long-standing miscommunications, and performance habits that had never been addressed.
The insights were valuable, but without support and structure, they created confusion instead of clarity.
That’s the danger of feedback without context.
How High-Performing Leaders Use 360 Feedback to Lead Better
So what separates leaders who thrive on feedback from those who dread it?
They approach it with curiosity, not defensiveness.
They don’t ask, “What am I doing?” They ask, “What can I learn?” They see feedback not as a personal judgement, but as a gift – an opportunity to uncover blind spots, grow relationships, and align their intent with their impact.
And crucially, they don’t go it alone. They seek out conversations, coaching, and commitment. They create safe spaces for reflection, and they model the vulnerability that encourages others to do the same.
These are the leaders who shift culture from the inside out.
At Sewells, we’ve seen this transformation happen first-hand. When leaders truly engage with 360 feedback – not just absorb the report, but act on it – the ripple effect is incredible. Trust grows. Communication improves. Teams get braver, bolder, and more collaborative.
“Some people thought they were fantastic – but the peer scores told a different story. It was a real eye-opener for some.”
– Director, Manufacturing Sector
A Leadership-Centred 360 Feedback Tool That Works
We believe feedback should be the start of something, not the end.
That’s why our 360 feedback service is designed differently. It’s not about overwhelming you with data. It’s about helping you understand the story behind it – and how to write the next chapter.
Here’s how we do it:
- Tailored to you – We design the questions to reflect the values, language and leadership behaviours that matter in your organisation.
- Human-centred – Every participant gets a one-to-one debrief to explore the themes in a constructive, safe and practical way.
- Action-focused – We help leaders turn feedback into meaningful goals – not just personal development, but team and business-level outcomes.
- Embedded in culture – Our 360 tools are designed to support long-term change, and the culture you want not just surface-level insight.
This isn’t about forms. It’s about growth.
Final Thoughts
Feedback is never just about performance. It’s about potential.
It’s easy to default to the old models – to see 360s as formalities, tick-boxes, or something to survive. But the leaders who grow the most – and lead the best – are the ones who lean in.
So the question isn’t: “What did your last 360 report say?”
It’s: “What insights can you gain to help you become the leader (with impact) that you want to be?”
If you’re ready to turn feedback into fuel for leadership and cultural growth, talk to us today.
Frequently Asked Questions
What is 360 feedback for leaders?
It’s a structured way to gather feedback from a leader’s direct reports, peers and line manager to improve self-awareness, relationships and impact.
How do you make 360 feedback effective?
Tailor the questions, offer clear support and coaching, and link feedback directly to leadership goals and culture change initiatives.
What should I do after a 360 feedback report?
Don’t leave it on a shelf. Review it with an experienced coach, share key insights with your team, and create a clear, realistic action plan.
