Here are 40 questions for a 360 feedback survey, grouped by the competency each one measures. They come straight from the surveys we run in Org360.
You don't need all 40. Pick 12 and you have a survey people finish in about 5 minutes. The questions marked (short version) are the 12 we use in our Leadership Pulse survey, and they're a good place to start.
In short
- A good 360 question describes one behavior someone can see, like "delegates effectively", and avoids personality labels.
- Ask raters to score each statement on a 1 to 5 scale, then add 2 or 3 open questions. The open answers are where the useful detail lives.
- 12 questions take about 5 minutes. 24 take about 10. Beyond that, the answers get thinner.
- The 12 marked below cover vision, communication, growth, delegation, trust, accountability, change and safety to speak up, plus an overall rating and 3 open questions.
What makes a good 360 feedback question?
It's about something the rater has seen. "Holds the team accountable for commitments" works because anyone on the team can picture a week when that did or didn't happen. "Is a strong leader" doesn't, because everyone fills in their own meaning.
It asks about one thing. "Listens and communicates clearly" is two questions glued together, and a rater who agrees with half of it has no good answer.
And it's short. People rate 12 statements, sometimes for 3 or 4 colleagues in the same week. Every extra clause costs attention.
Vision and direction
- This leader communicates a clear vision and direction. (short version)
- Communicates a clear vision and priorities.
- Navigates difficult decisions with clarity, considering broader impact.
Communication and listening
- This leader communicates openly and keeps the team well-informed. (short version)
- Communicates clearly and ensures others have the information they need.
- Genuinely listens to others and accepts feedback without defensiveness.
- Listens actively and checks understanding when working with others.
Developing people
- This leader supports my growth and development. (short version)
- Provides feedback that helps people grow.
- Provides effective recognition for others' achievements.
Delegation and empowerment
- Gives the team real ownership and delegates effectively. (short version)
- Trusts people enough to let go and avoids micromanagement.
- Willingly shares leadership and defers to others when they have more expertise.
Trust and integrity
- This leader is someone I trust to be honest and follow through on commitments. (short version)
- Demonstrates honest, ethical behavior in all interactions.
- Is a role model for living our organization's values.
- Treats others with respect, even under pressure.
Accountability and results
- Holds the team accountable for commitments and results. (short version)
- Consistently delivers on commitments.
- Holds people accountable for results that lead to long-term impact.
- Delivers on commitments and meets agreed deadlines.
- Takes responsibility when things go wrong rather than blaming others.
Change and adaptability
- Adapts well to change and helps the team navigate it. (short version)
- Encourages creativity and new approaches to solving problems.
- Adapts their approach as external demands or environments change.
Safety to speak up and inclusion
- This leader creates an environment where people feel safe to speak up. (short version)
- Actively seeks out and values diversity in people and perspectives.
- Ensures all team members have equal access to opportunities, information, and influence.
Collaboration
- Creates a team environment where people genuinely collaborate.
- Builds effective partnerships with external organizations and stakeholders.
- Is easy to work with as a team member.
- Is generous with information and support when colleagues need it.
- Builds trust with internal and external stakeholders.
Self-awareness and composure
- Deeply understands their own strengths and weaknesses.
- Stays composed and responds constructively under pressure.
- Is open to feedback and uses it to improve.
Overall rating and open questions
- Overall, how would you rate this leader's effectiveness over the last 3 months? (short version)
- What should this leader start doing or continue doing more of? (short version)
- What should this leader stop doing or do less of? (short version)
- In one word or short phrase, how would you describe this leader's style? (short version)
The one-word question looks like a throwaway. It's often the most revealing line in the report. When 6 people independently write "calm" or "scattered", you don't need a chart to see the pattern.
Which questions should you use?
For a first 360, or a check-in every few months, use the 12 marked above. That's our Leadership Pulse survey: 1 overall rating, 8 competency statements and 3 open questions.
For a fuller picture once or twice a year, use 2 questions per competency. That's The Full 360: 1 overall rating, 20 statements across 10 competencies and the same 3 open questions, for 24 in all.
For feedback between colleagues, where nobody manages anybody, the collaboration and accountability questions matter most. Our Working With Me survey is built from those.
Whatever you pick, stop at 24. In longer surveys, the open-text answers at the end suffer first: people write "n/a" or skip them, and those are the answers you most need.
How to word your own questions
Sometimes your organization has a value or a skill that none of these cover. Write your own, and test it against 3 checks:
- Could a rater point to a moment when they saw this? If not, make it more concrete.
- Does it ask about 1 thing? If there's an "and" in it, split it or cut half.
- Would the person being rated know what to do differently after a low score? "Is approachable" fails this. "Makes time for questions from the team" passes.
Run these questions for free
Org360 has these questions ready to send, with the 12- and 24-question versions already built. You can edit the wording before you launch, add raters from your team, peers and manager, and get a report with scores, strengths, growth areas and a development plan. Here's what a leadership 360 report looks like.
Your first survey is free, with no credit card. Start your first 360 free.
Prefer to build it yourself? The questions are published under a Creative Commons license, so you can copy them into any survey tool you like.
FAQ
How many questions should a 360 feedback survey have?
Between 12 and 24. 12 questions take about 5 minutes and 24 take about 10. Longer surveys get rushed answers, especially in the open questions at the end.
What are good open-ended 360 feedback questions?
"What should this person start or continue doing?", "What should they stop or do less of?" and "In one word, how would you describe their style?" Two or three open questions are enough.
What rating scale should a 360 survey use?
A 1 to 5 agreement scale works well for behavior statements. Keep the same scale for every statement, so scores can be compared across competencies.
Should managers and peers answer the same questions?
Yes. Using the same questions for every group lets you compare how the manager, peers and team see the same behavior, which is the point of a 360.
Can I use these 360 questions for free?
Yes. Copy them into your own tool, or run them in Org360, where your first survey is free.