Assessing skills with 360-degree leadership feedback

Good managers should have a realistic understanding of their own competencies - strengths / weaknesses. Professionally conducted 360-degree leadership feedback is an important tool for supporting line managers and specialists in reflecting on their leadership qualities and consciously leading employees.

Overall analysis of self-perception and external perception of 360-degree leadership feedback carried out

In reality, there are major differences in the self-perception of individual managers. Some have a realistic picture of their own competence profile, some overestimate themselves and others underestimate their own abilities.

In recent years, ValueQuest has conducted several hundred 360-degree feedback sessions using the proven and scientifically based "Leadership Plus" model.

In an overall analysis of all 360-degree feedbacks, ValueQuest shows how self-perception (self-image) and external perception by employees, peers, customers and superiors compare on average. The following picture emerges:

Fig. 1: Self-image versus external image
(Methodology: Ranking of the 20 Leadership Plus competencies)

The figure clearly shows that, for example, there is a major difference between self-perception and the perception of others when it comes to "Providing strategic impetus". The managers rate themselves more highly than is the case in the surveyed environment. On the other hand, they underestimate their skills in "Communicating effectively", "Making decisions" and "Involving those affected". These are ranked much higher in the external perception than in the self-perception. There is clear agreement in the assessment of the competencies "Promoting cooperation", "Tackling challenges", "Mastering crises and conflicts" and "Motivated leadership".

Overall, the self-image and external image of all 20 competencies match in the sum of all feedback recipients. In concrete terms, this means that there are roughly the same number of managers who underestimate or overestimate themselves.

Recognizing blind spots

The illustration based on the Johari window also shows an interesting picture. The Johari window was developed in 1955 by the American social psychologists Joseph Luft and Harry Ingham. It is a window of conscious and unconscious personality and behavioral traits between the person themselves and others or a group. The Johari window is primarily used to illustrate the so-called "blind spot" in a person's self-image.

Fig. 2: Representation of ValueQuest based on the Johari window

The top left-hand window shows the skills in which the respondent overestimates him/herself. At the top right are the confirmed strengths that can be built on. At the bottom left are skills that need to be developed and at the bottom right are a leader's blind spots.

When implementing the results of the 360-degree feedback, managers can, for example, address their weaknesses with specific measures or consider how they can make targeted use of their recognized and previously unused strengths - the blind spots.

A comparison between self-perception and the perception of others is essential for personal development. If managers are aware of their own impact, they can make the necessary adjustments. This allows line managers to focus specifically on their strengths and work on those skills where there is still potential.

Your own skills profile also allows managers to recognize whether they are in the right place. After all, it is important to set realistic expectations of yourself and others, otherwise the result is excessive demands and sometimes even burnout. Our experience - with managers who have been using the tool for years - shows that the correspondence between self-perception and external perception increases over time. This increases the effectiveness of leadership, which very often results in greater satisfaction - both for themselves and their environment.