Turning Leadership 360 Feedback Into Real Growth

When I work with leaders, especially in executive coaching, at some point we’re going to use a Leadership 360 assessment. And almost without exception, there’s a moment when the feedback feels… uncomfortable.

That’s normal.

In fact, if a 360 doesn’t sting a little, it’s probably not very useful. Meaningful feedback should create some level of discomfort because that’s where awareness and growth begin. The challenge is knowing how to step back, make sense of the feedback, and turn it into something productive rather than getting stuck inside your own head.

That’s why having a coach or experienced guide through the process can be so valuable. It’s easy to overthink, misinterpret, or fixate on the wrong things when you’re reviewing the feedback on your own, even if HR provides a solid assessment tool. The real value comes from knowing what to focus on and how to move forward.

Here are three key principles I walk executives through when they receive their 360 feedback.

1. Normalize the Discomfort

If the feedback doesn’t create an emotional reaction, it’s likely not pushing you in a meaningful way. Some discomfort is actually a good sign.

That said, the first step is to slow down and create distance. Read through the feedback carefully, without reacting to it immediately. Think of it like reading a text message, you can easily misinterpret tone or intent if you react too quickly.

A strong 360 assessment will typically include:

• Quantitative scores
• Qualitative, written feedback

Look at both together. Do they align? Are there contradictions? At this stage, the goal isn’t to judge or defend, it’s simply to understand the big picture.

2. Look for Patterns, Not One-Offs

Once you’ve reviewed the feedback, the next step is identifying trends.

Ask yourself:

• Where am I seeing the same message show up consistently?
• Do the scores and comments reinforce each other?
• Am I hearing similar feedback from different groups or perspectives?

For example, if emotional intelligence shows up as a theme in both scoring and written comments, that’s worth paying attention to. On the other hand, isolated or one-off comments that don’t connect to a broader pattern are usually just outliers. Acknowledge them, but don’t let them distract you from the core themes.

Your focus should be on the trends that clearly make the most sense and show up repeatedly.

3. Turn Insights Into Focused Action

The biggest mistake leaders make after a 360 is trying to change everything at once.

Instead, identify one or two key behavior trends, maybe three at most, and turn those into actionable goals. Trying to address five, six, or seven areas at the same time almost guarantees nothing sticks.

This is also where credibility is built.

When you go back to your team and say:

“Thank you for the feedback. What I heard were these key trends, and this is what I’m going to work on.”

…and then you actively ask for feedback as you work on those behaviors, it sends a powerful message. You’re not just collecting data, you’re acting on it.

Why This Matters

Leadership 360 tools are incredibly powerful. But their real value comes from what you do next.

There’s almost nothing that builds more credibility as a leader than:

• Going through a 360 assessment
• Acknowledging the feedback
• Making visible, intentional behavior changes

That combination creates trust, respect, and momentum across your team.

If you’re interested in using this process for yourself, your leadership team, or others in your organization, get in touch.

Andrew Buchan

Your business accelerator