The Power of Interview-Based 360 Feedback in Leadership Development

Let’s talk about growth—real, meaningful leadership growth. One of the best ways to assess talent, identify promotional opportunities, and develop as a leader is through 360 feedback. But not all 360s are created equal.

I recently did an interview-based 360 for a client, and wow—what an experience. Unlike standard surveys, which can feel generic and impersonal, interviews allow for real conversations, deeper insights, and a much clearer picture of how a leader is actually showing up.

Through this process, we celebrated my client’s strengths and also uncovered some risks for executive derailment. The result? A clear, actionable plan. She walked away knowing exactly what she needs to do to get to the next level—how to amplify what’s already working and where to make adjustments.

One of the biggest benefits of interview-based 360s is being able to pick up on the nuances—tone, emotion, and underlying dynamics that written surveys just don’t capture. This gives the feedback more weight. My client called it a "low blow"—but in the best possible way. Not because it was unfair, but because it hit home. It wasn’t just a list of strengths and weaknesses; it was an honest reflection of how her leadership is perceived.

Interestingly, she noticed that the feedback closely matched a separate strengths analysis we had done. The same themes kept popping up, just in different words. This validation was powerful:

"The feedback is very validating, and I appreciate it. It’s always nice to hear good things about yourself—especially from people you respect. To hear them say things about me that I’ve probably said about them—it’s reciprocal."

At the same time, she struggled a bit with the constructive feedback. Not because it was wrong, but because she had been hoping for something unexpected—something she wasn’t already aware of. And that moment led to a deeper realization:

"I think I was hoping for more—something else I didn’t know about, that I wasn’t aware of. And I’m processing that, wondering, is it because I don’t want to address those things? Am I avoiding them?"

This is such an important part of the 360 process. Sometimes, we already know where we need to improve, but we don’t fully acknowledge it until the feedback is presented in a structured, thoughtful way. And when we hear it from multiple trusted sources, it forces us to confront what we may have been avoiding.

She left the process realizing that self-awareness, one of her greatest strengths, would be her biggest asset moving forward:

"I think I can prepare some thoughts because it’s not just language. The way I react in certain situations is sometimes seen negatively, even though it’s encouraged in other contexts. It’s about presence, behavior, and how I hold people accountable."

She also walked away with a deeper appreciation for how feedback is given and received:

"I need to think carefully about where someone is coming from when they give feedback—how that bounces up against where I’m at and how I’m receiving it."

And this is why I love interview-based 360 feedback. It’s not just about collecting data—it’s about sparking real reflection, accountability, and growth. Leaders walk away not only with things to work on but with a better understanding of how they are perceived in the bigger picture of their relationships, expectations, and workplace culture.

If you’re serious about growing as a leader—or developing your team—an interview-based 360 is a game-changer. It brings depth, clarity, and real insight that surveys just can’t match. If you’re ready to take leadership development to the next level, let’s talk!