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Leadership Feedback

Leadership Feedback turns the team’s voice into practical guidance so leaders can adjust behaviors and build higher-performing teams. It’s designed for repeated use (3–4 times/year) and focuses on how effectively the leader meets the team’s needs right now, not on judging the leader as a person.

What users do

  • Team members receive a short, 12-item questionnaire plus two open questions, rating whether behaviors are too little, just right, or too much. 

  • Leaders/HR initiate reviews, select reviewers, and view aggregated results; free-text comments are shown without author names. 

 

Where results appear

  • Dashboard: Latest total score and trends, plus org benchmarks. 

  • Performance page: Detailed scores by the four leadership competencies and review status.

  • Development page: Time series of scores, behavioral feedback, and tailored suggestions to address underdoing / just right / overdoing for each competency; reviewer comments grouped as “Do more of / Do less of.”

The model & scoring (in plain English)

  • Ratings reflect how close behaviors are to “just right” for this team at this moment.

  • Scores range 0–100; higher is better alignment. 100 means every item landed “just right.” 

  • Scores are shown for the four leadership competencies (Strategic, Operative, Driving, Enabling) and combined into a total match score; optional weighting can emphasize certain competencies for a given review.

  • The over/under-use concept explains why even positive behaviors can be ineffective when overdone (e.g., conscientiousness → micromanaging). 

 

Privacy, data use & deletion

  • Results are aggregated; individual ratings aren’t shown. Free-text appears as written—avoid personal identifiers.

  • Shared with: the leader, their line-manager chain, and the HR owner/coach; org-level benchmarks are shared more broadly.

  • Deletion: HR admins can delete users; this removes written feedback for that leader while preserving historical aggregates at group level.

Running a review (quick steps)

  1. Create review: name it, pick the leader, assign an owner.

  2. Select reviewers: typically the leader’s team; (optionally) adjust competency weights.

  3. Schedule & launch: set send date and deadline; invitations go out automatically. 

Cadence: Repeat 3–4× per year to see trends, not one-off snapshots. (Page 7 and FAQ 1.3.2.5.)

Making the feedback actionable

Use the Directional goal → Actions → Checks pattern:

  • Directional goal (behavior): e.g., “Increase decision velocity” (Driving).

  • Actions: introduce a weekly decision cadence; add success criteria to top priorities.

  • Checks: decision cycle-time ↓ vs. baseline; team pulse shows ↑ clarity.

(See Development page examples of training prompts and behavior guidance.)

FAQs (short answers)

  • Is this a personality test? No—this measures behaviors the team experiences. 

  • What’s a “good” score? Contextual; watch the trend. As a cue, ≥80 often surfaces as a strength.