Writing guide
Constructive 360 feedback examples
Useful feedback connects an observable behaviour to its impact and, where appropriate, suggests a realistic alternative.
A simple feedback structure
Describe the situation, the behaviour you observed and its impact. Keep the language specific and respectful. “You are a poor communicator” gives the recipient little to work with; an example of when information arrived late and what it affected is far more useful.
Communication strength
“You explain the context behind decisions, which helps the team prioritise without waiting for more direction.”
Communication development
“In fast meetings, your pace can make it difficult for quieter contributors to enter the discussion. Pausing before decisions could surface useful concerns.”
Delegation strength
“You give people meaningful ownership and remain available without taking the work back at the first obstacle.”
Delegation development
“You sometimes retain decisions that team members are ready to make. Agreeing clearer decision boundaries would build capability and free your attention.”
Decision-making strength
“You invite relevant views, name the trade-offs and make a clear decision once enough evidence is available.”
Decision-making development
“When information is incomplete, decisions can remain open longer than the team expects. Naming a deadline and decision owner would create momentum.”
How to make critical feedback safer and clearer
- Describe patterns you have personally observed.
- Separate intent from impact.
- Avoid absolute words such as always and never.
- Do not identify other raters or speculate about their views.
- Suggest a behaviour, not a personality transformation.
What should a leader do with the feedback?
Look for themes across sources rather than defending against a single comment. Choose one or two behaviours, ask for examples in the debrief and define how colleagues will notice progress.