360-Degree Feedback: Free Multi-Rater Template with AI Analysis

This person provides clear direction and guidance.

Direction-setting is the foundational leadership competency that enables all others. Large self-other gaps here indicate managers who think they are clear but are perceived as ambiguous.

This person inspires and motivates others.

Inspiration is the leadership competency with the largest typical self-other gap. Most leaders rate themselves higher than peers do, making this a common blind spot.

This person makes well-considered decisions.

Decision quality is best assessed by those who live with the consequences. Peers and direct reports see decision impact that managers above may not notice.

This person communicates clearly and effectively.

Communication clarity is the #1 competency gap identified in 360 reviews globally. The multi-perspective view shows whether communication works equally well up, down, and across.

This person actively listens and considers others' viewpoints.

Active listening is perceived very differently depending on the rater relationship. Managers often rate this higher than direct reports do, revealing a power-dynamic blind spot.

This person shares information openly and transparently.

Information sharing is a trust indicator. Low scores from peers combined with high scores from the manager above suggest selective transparency, a common organizational pattern.

This person collaborates effectively with colleagues.

Collaboration quality is best measured by peers who experience it firsthand. Self-ratings on collaboration are typically the most inflated across all 360 competencies.

This person builds strong working relationships across teams.

Cross-team relationship building reveals whether someone is a connector or a silo operator. Peer ratings are the most reliable source for this competency.

This person supports and develops team members.

Development support is the competency where direct report ratings matter most. Managers and peers cannot see how well someone develops their team from the outside.

This person approaches problems analytically and creatively.

Problem-solving style is perceived differently by different raters. Managers may see the final solution; peers see the process. Both perspectives together reveal the full picture.

This person remains effective under pressure.

Pressure performance is a classic blind spot. Self-ratings tend to be higher ('I handle it well'), while peers and direct reports see the stress-driven behavior changes that the person themselves may not notice.

This person adapts well to changing circumstances.

Adaptability assessment varies significantly by perspective. Direct reports see how change affects their daily work; peers see how it affects collaboration; managers see strategic response quality.

This person takes responsibility for their results.

Accountability is the strongest predictor of leadership effectiveness in peer ratings. Self-ratings on accountability are nearly always high; the peer and direct report perspective reveals the reality.

This person follows through on commitments reliably.

Follow-through reliability is where 360 feedback adds the most value. Managers may not see missed commitments to peers or direct reports. Cross-perspective data reveals the full reliability picture.

This person holds themselves and others to high standards.

Standards enforcement is perceived very differently from above versus below. A manager may see high standards; direct reports may experience it as unrealistic expectations. The 360 perspective gap here is highly actionable.