360-feedback-template

---
name: 360-feedback-template
description: "Design a 360-degree feedback survey or write a structured 360 feedback report. Use when asked to build a 360 feedback process, write 360 feedback for a colleague, design a feedback survey, or produce a feedback report. Produces either a complete survey instrument with rating scales and open-ended questions, or a structured narrative feedback report with themes, strengths, and development areas."
---

# 360-Degree Feedback Template Skill

This skill produces two outputs depending on what the user needs: (1) a complete 360 survey instrument for gathering feedback, or (2) a structured 360 feedback report written from gathered notes. Both outputs follow best practice: behaviourally anchored ratings, specific examples, and development-oriented framing.

## Required Inputs

Ask the user which output they need, then gather inputs:

**For a survey instrument:**
- **Role being reviewed** (job title and level)
- **Competencies to assess** (or use defaults below)
- **Reviewer relationships** (peer / direct report / manager / cross-functional)
- **Rating scale preference** (1–5 / 1–4 / frequency-based)
- **Anonymity level** (fully anonymous / attributed / confidential aggregated)

**For a feedback report:**
- **Person being reviewed** (role and level)
- **Feedback notes or raw themes** from reviewers (paste what you have)
- **Reviewer relationships** (how many peers, direct reports, managers responded)
- **Any context** — performance cycle, specific behaviours to address, promotion consideration

---

## Output A: 360 Survey Instrument

---

# 360 Feedback Survey: [Role / Level]

**Purpose:** This survey helps [Name / "the reviewee"] understand how their behaviours and impact are perceived by the people they work with most closely. Responses [are / are not] anonymous. Results will be shared as [individual responses / aggregated themes].

**Instructions:** For each statement, rate how frequently you observe this behaviour. Add specific examples in the open-ended sections — these are the most valuable part of the survey.

**Rating scale:**
- **5 — Consistently:** Almost always demonstrates this behaviour, even in difficult situations
- **4 — Usually:** Demonstrates this behaviour more often than not
- **3 — Sometimes:** Demonstrates this behaviour inconsistently
- **2 — Rarely:** Seldom demonstrates this behaviour
- **1 — Not observed:** Have not had the opportunity to observe this behaviour

---

### Section 1: Delivery & Execution

| Statement | Rating (1–5) |
|---|---|
| Delivers work on time and to the expected quality | |
| Proactively flags risks and blockers before they become problems | |
| Follows through on commitments without needing to be chased | |
| Manages their workload effectively without compromising quality | |
| Adapts quickly when priorities or requirements change | |

**Open question:** Describe a specific time when [Name] handled a delivery challenge particularly well or poorly.

---

### Section 2: Communication & Collaboration

| Statement | Rating (1–5) |
|---|---|
| Communicates clearly and concisely in both written and verbal formats | |
| Listens actively and considers others' input before responding | |
| Keeps the right people informed without over-communicating | |
| Resolves disagreements constructively and without defensiveness | |
| Makes it easy for others to collaborate with them | |

**Open question:** Give an example of how [Name] handled a difficult or high-stakes communication.

---

### Section 3: Leadership & Influence

| Statement | Rating (1–5) |
|---|---|
| Sets a clear direction that others can follow | |
| Builds confidence and capability in people around them | |
| Influences decisions without relying on authority | |
| Gives clear, constructive feedback that helps others improve | |
| Creates an environment where people feel safe to raise concerns | |

**Open question:** Describe a situation where [Name]'s leadership had a notable positive or negative impact on the team.

---

### Section 4: Strategic Thinking

| Statement | Rating (1–5) |
|---|---|
| Understands the broader business context, not just their immediate work | |
| Makes connections between their work and organisational goals | |
| Thinks ahead and anticipates second-order consequences | |
| Brings original ideas or new approaches to problems | |
| Balances short-term needs with longer-term thinking | |

**Open question:** Give an example of [Name] demonstrating (or missing) strategic thinking.

---

### Section 5: Culture & Values

| Statement | Rating (1–5) |
|---|---|
| Treats everyone with respect, regardless of level or background | |
| Is someone people trust and can rely on | |
| Gives credit to others and shares the spotlight | |
| Takes responsibility for mistakes without placing blame | |
| Contributes positively to team morale, especially under pressure | |

**Open question:** How does [Name] embody (or not embody) the team's values in practice?

---

### Section 6: Overall & Development

**Open questions (all reviewers):**

1. What is [Name]'s single most important strength? Give a specific example.

2. What is the one behaviour or habit that, if changed, would most increase [Name]'s effectiveness?

3. Is there anything else you want [Name] to know? (This response will be shared directly.)

---

## Output B: 360 Feedback Report

---

# 360 Feedback Report: [Name] — [Role]

**Review cycle:** [Quarter / Year / Promotion cycle]
**Responses received:** [X total — X peers, X direct reports, X managers, X cross-functional]
**Report prepared by:** [HR / People team / Manager / Coach]
**Date:** [Date]

> This report synthesises feedback from [X] reviewers. Open-ended responses have been lightly edited for clarity; no individual response is attributed to protect reviewer confidentiality. Direct quotes marked in *italics* appear verbatim.

---

### Executive Summary

[3–4 sentences. State the overall picture: what is this person known for, what is working well, and what one or two areas are the consistent development themes. Balanced, honest, and grounded in the data — not a sanitised summary.]

**Overall rating:** [X.X / 5.0 — above average / at level / below expectations for level]

---

### Strengths: What to Build On

**Theme 1: [Strength — e.g. Reliability and follow-through]**

[2–3 sentences synthesising the feedback evidence for this strength. Reference how many reviewers noted it and in what contexts.]

*"[Direct quote from reviewer that best illustrates this theme]"*

---

**Theme 2: [Strength — e.g. Collaborative problem-solving]**

[2–3 sentences synthesising evidence.]

*"[Direct quote]"*

---

**Theme 3: [Strength — e.g. Clear communication under pressure]**

[2–3 sentences synthesising evidence.]

*"[Direct quote]"*

---

### Development Areas: What to Work On

**Theme 1: [Development area — e.g. Giving timely upward feedback]**

[2–3 sentences describing the behaviour pattern observed, what impact it has, and what different looks like. Non-blaming and specific.]

*"[Direct quote that captures the theme]"*

**Suggested actions:**
- [Specific, observable behaviour change — e.g. In the next team meeting where you disagree with a decision, name your concern in the meeting rather than after it]
- [Development resource or practice — e.g. Try the "I notice / I wonder / I suggest" framework for giving difficult feedback]

---

**Theme 2: [Development area — e.g. Strategic communication to leadership]**

[2–3 sentences.]

*"[Direct quote]"*

**Suggested actions:**
- [...]
- [...]

---

### Ratings Summary

| Competency | Average score | Range | Notable pattern |
|---|---|---|---|
| Delivery & Execution | [X.X] | [X–X] | [e.g. Consistently high; one outlier] |
| Communication & Collaboration | [X.X] | [X–X] | [e.g. Peers score higher than direct reports] |
| Leadership & Influence | [X.X] | [X–X] | [...] |
| Strategic Thinking | [X.X] | [X–X] | [...] |
| Culture & Values | [X.X] | [X–X] | [...] |
| **Overall** | **[X.X]** | [X–X] | |

**Score variance:** [Is there high agreement or wide spread across reviewers? High variance suggests the behaviour is context-dependent — explore when and with whom.]

---

### Direct Message from Reviewers

[Include up to 3 unedited quotes from the "Is there anything else you want [Name] to know?" question. These are shared verbatim as agreed in the survey instructions.]

*"[Quote 1]"*

*"[Quote 2]"*

*"[Quote 3]"*

---

### Recommended Focus for the Next 90 Days

[1–2 specific, measurable development commitments. Written to be agreed in the feedback conversation — not prescriptive.]

1. **[Behaviour to change]:** [What does success look like at 90 days? How will we measure it?]
2. **[Skill to build]:** [What specific resource, practice, or support will help? Who will observe progress?]

---

## Quality Checks

- [ ] Survey questions are behaviourally anchored — they describe observable actions, not attitudes
- [ ] Open-ended questions ask for specific examples — not general impressions
- [ ] Report strengths are backed by specific evidence, not generic praise
- [ ] Development areas name the behaviour and its impact — not the person's character
- [ ] Suggested actions are specific enough that the reviewee knows exactly what to do differently on Monday
- [ ] Direct quotes are genuinely direct — not paraphrased into blandness

## Anti-Patterns

- [ ] Do not write survey questions that ask about personality traits rather than observable behaviours ("is a good communicator" vs "communicates updates before deadlines")
- [ ] Do not write development feedback that names the person's character flaws instead of specific behaviours and their impact
- [ ] Do not aggregate ratings without noting high-variance scores — a 2/5 and a 5/5 averaged to 3.5 hides a real signal
- [ ] Do not include direct quotes in the report that could identify the reviewer in small teams — paraphrase or omit
- [ ] Do not write suggested actions so vague they could apply to anyone ("be more strategic") — every suggestion must name a specific observable behaviour change

## Example Trigger Phrases

- "Build a 360 feedback survey for a [role] at senior level"
- "Write a 360 feedback report from these notes: [paste notes]"
- "Design a 360 review template for engineering managers"
- "Help me write constructive 360 feedback for my colleague [Name]"
- "Create a peer feedback survey for our upcoming performance cycle"

From mohitagw15856/pm-claude-skills at 1cbf1f0, shown as plain text under its license: MIT (permissive). The license text is in LICENSE.

• SKILL.md11 KB · 048a18e92405

1 file, 11 KB in total. Each file has a sha256 in the pin's manifest; the first 12 characters are shown.