01 · Executive Overview

360 Competency Evaluation Summary

Multi-rater assessment across 8 competencies · Self (1) · Manager (1) · Respondents R1–R7 (7)

Executive Summary

John Doe demonstrates notable strength in Customer Focus and Interpersonal Skills, where rater scores consistently reflect genuine commitment to relationships and service quality. His Results Orientation is also recognised as a reliable competency, with both manager and peer raters affirming his ability to drive outcomes and follow through on commitments.

Development priorities centre on Planning and Organizing and Decision Making, where feedback suggests John would benefit from adopting more structured approaches and building confidence in making timely, sometimes unpopular decisions. Developing Others presents a significant blind spot — John self-rates higher than his manager and respondents observe — indicating an opportunity to actively invest in coaching and accountability practices within his team.

Overall, John brings authentic relational energy and a strong service ethic to his leadership role. With structured development in planning rigor, decisiveness, and coaching others, he is well-positioned to transition from a high-performing contributor to a fully rounded service leader.

Competency Radar — All Rater Groups
Group Comparison by Competency
Respondent Heatmap — Score per Respondent per Competency
02 · Detailed Scores

Full Data Table

All 32 indicators scored across Self, Manager and 7 Respondents

Indicator SelfMgr R1R2R3R4R5R6R7 Peer AvgOverall
Indicator Deep-Dive

All Indicators by Rater Group

03 · Gap Analysis

Self vs. Others — Perception Gaps

Identifying blind spots, hidden strengths, and alignment zones

Self vs. Others Gap Radar
Score Spread (Min / Avg / Max) per Competency
🔴 Blind Spots — Self Overestimates
🟢 Hidden Strengths — Others Rate Higher
Manager vs. Peer Respondent Gap — All Competencies
04 · Competency Narratives

Detailed Competency Analysis

Behavioural observations, verbatim quotes and interpretive commentary by competency

05 · Development Plan

Strengths to Amplify & Areas to Develop

Core Strengths

Top Performing Competencies

Individual Development Plan (IDP)

Priority Development Areas

06 · Action Plan

From Insight to Action

Stop, Start & Continue strategy and 90-Day development timeline

Stop · Start · Continue
STOPAvoiding difficult conversations around underperformance in the team — address issues directly and constructively.
STOPDefaulting to reactive problem-solving without a structured planning framework for recurring challenges.
STARTHolding regular structured 1-on-1s with direct reports focused on development and accountability.
STARTUsing a documented decision framework for complex or high-stakes decisions to build transparency and speed.
STARTBuilding a personal weekly planning habit — aligning team priorities to quarterly goals every Monday.
CONTINUEChampioning the customer experience — continue embedding customer feedback in team huddles.
CONTINUEBuilding authentic relationships across functions — this is a recognised strength; deepen and scale it.
Development Commitment

After reviewing this feedback, I commit to focusing on the following development priorities:

Participant Signature: _____________________________ Date: ____________

Manager Signature: _____________________________ Date: ____________

90-Day Development Timeline
Phase 1 · Awareness (Days 1–30)
• Meet with manager to discuss report findings and prioritise 2–3 focus areas
• Complete a personal reflection on blind spots (especially Developing Others & Planning)
• Identify a peer accountability partner or coach
• Attend one workshop or complete one online course on structured decision-making
Phase 2 · Practice (Days 31–60)
• Implement weekly team planning sessions using a structured agenda
• Launch monthly 1-on-1 development conversations with all direct reports
• Practice a decision-making framework for 3+ real scenarios; review outcomes
• Read: The Making of a Manager (Julie Zhuo) — focus on coaching chapters
Phase 3 · Embed (Days 61–90)
• Review OKR progress against Q1 milestones with manager
• Gather informal feedback from two direct reports on development conversations
• Facilitate a team retrospective to model structured planning to the team
• Document lessons learned and revise the development plan for the next quarter
07 · OKR Development Plan

1-Year Development OKRs

Objective · Key Result · Initiatives — mapped to priority development competencies

How to use this plan: Each Objective represents a leadership development goal for 2026. The Key Result is the measurable outcome expected by year-end. Initiatives are concrete actions, each with a timeline. Review progress quarterly with your manager.
O · 01
Build structured planning and organising capability to lead the customer services team with greater strategic clarity
Key Result — Outcome Expected by Dec 2026
Demonstrate a documented quarterly planning process that aligns team workload to business goals, with evidence of at least 80% on-time delivery of team commitments each quarter
Baseline: Planning score 5.4 / 10
Target: 7.5 / 10 in next 360
Measure: Team delivery tracking + next 360 score
Review: Quarterly with manager
Initiatives
1
Design and implement a shared team planning board (weekly/monthly/quarterly view) using a project management tool such as Trello or Asana By Jun 2026
2
Complete a course on Planning & Prioritisation (LinkedIn Learning or equivalent) and apply one framework to a real team project By Jul 2026
3
Conduct a monthly planning review with manager — share team priorities, risks, and resource gaps proactively every first week of the month Monthly from Jun–Dec 2026
4
Shadow a senior leader in a planning-intensive role (e.g., Operations Head) for one half-day to observe planning discipline in practice By Aug 2026
Year-End Progress Tracker
O · 02
Develop a purposeful coaching and accountability culture within the customer services team
Key Result — Outcome Expected by Dec 2026
All direct reports receive monthly structured 1-on-1 development conversations, with 75%+ reporting improved clarity on their growth path in a pulse survey by Q4 2026
Baseline: Developing Others score 5.6 / 10
Target: 7.8 / 10 in next 360
Measure: 1-on-1 log + team pulse survey
Review: Monthly with HR partner
Initiatives
1
Establish a 1-on-1 cadence (monthly minimum) with all direct reports using a structured agenda template covering performance, development, and wellbeing By Jun 2026
2
Enrol in a coaching skills programme (internal or external) — minimum 8 hours — and practise GROW model conversations in 1-on-1s By Jul 2026
3
Co-create individual development plans (IDPs) with each direct report; review progress quarterly and celebrate wins publicly in team meetings By Aug 2026
4
Run a team survey (anonymised) at Q3 to measure the perceived quality of development conversations; adjust approach based on findings Sep 2026
Year-End Progress Tracker
O · 03
Strengthen decision-making confidence and timeliness to improve team agility and stakeholder trust
Key Result — Outcome Expected by Dec 2026
Manager and peer rater scores on Decision Making reach 7.0+ in the next 360 cycle, with specific evidence of at least 3 documented high-stakes decisions made within agreed timelines during 2026
Baseline: Decision Making score 5.2 / 10
Target: 7.0+ / 10 in next 360
Measure: Next 360 + decision log
Review: Quarterly with manager
Initiatives
1
Read Decisive by Chip & Dan Heath; summarise 3 key frameworks and share learnings at a team meeting By Jul 2026
2
Adopt a lightweight decision log — document context, options considered, and rationale for all significant decisions; review monthly From Jun 2026 ongoing
3
Seek out one opportunity per quarter to make a visible, potentially unpopular decision (e.g., process change, resource reallocation) and debrief it with a coach or mentor Quarterly Q2–Q4 2026
Year-End Progress Tracker
Baseline → Year-End Target Score Progression
08 · Competency Framework

Competency Definitions & Coaching Questions

09 · About This Report

Methodology, Scale & Confidentiality

Purpose & Use

This 360 Competency Evaluation is designed for individual development planning. It is intended to be shared between the participant and their direct manager, and reviewed with an HR Business Partner or coach. Scores and feedback are not intended for use in formal performance rating or remuneration decisions.

Rater Configuration

  • Self (1) — Participant’s self-assessment
  • Manager (1) — Direct line manager
  • Respondents R1–R7 (7) — Peers, cross-functional colleagues, and internal stakeholders selected jointly by the participant and manager

Rating Scale

8 – 10 · StrengthConsistently demonstrated; a reliable and visible strength
5 – 7 · DevelopingEmerging capability; further development will unlock potential
1 – 4 · PriorityCritical development need; targeted action required

Confidentiality

Individual respondent comments are never attributed to specific raters. Scores from respondents R1–R7 are presented in aggregate to protect anonymity. The report is shared only with the participant and their direct manager.

Recommended Debrief Process

  • Participant reads report independently (allow 30–45 minutes)
  • Structured debrief conversation with manager (60–90 minutes)
  • Optional coaching session with HR Business Partner
  • Finalise development plan commitments within 2 weeks of debrief
  • Review and refresh plan every 90 days

Coaching Conversation Starters

What surprised you most when reading this report?
Where do you see the biggest gap between how you see yourself and how others experience you?
Which one competency, if strengthened, would have the biggest impact on your team right now?
What one behaviour will you commit to changing or starting within the next 30 days?