Part 2 · Article 9 of 14
How to read a 360 report and pick your 3 priorities
In short
- Read the report in order: who answered, the summary, the dimension scores, the self-other gaps, the lowest items, then the comments.
- A self-other gap shows where you see yourself differently from how others see you.
- Choose 3 priorities that appear in both the scores and the comments, matter for your role now, and can be acted on in the next few months.
- The development plan turns those 3 priorities into concrete actions.
Org360 defines a self-other gap as the difference between how a person rates themselves and the average rating others give them on the same item. When others rate you lower, it points to a blind spot. When others rate you higher, it points to a hidden strength.
This article walks through Org360's public sample report, a leadership 360. Open it in another tab to follow along.
1. Check who answered
The sample report was collected over a week from 11 invited raters, 8 of whom replied, across 4 groups: self, manager, peers and direct reports. A strong response rate and at least 3 replies per group mean the results can be trusted (article 6).
2. Read the archetype and the summary
The report opens with a 3-word feedback archetype, here "Visionary · Empowering · Inclusive", an overall score of 4.6 out of 5, and an AI summary. The summary names 3 strengths and 2 growth areas in plain language. Read it first for the big picture, then check it against the detail.
3. Scan the dimension scores and the radar
The sample scores 5 dimensions, from Communication & Trust (4.2) to Innovation & Growth (4.7). The radar chart lays the self-ratings over the others' ratings, so the shape of the gaps is visible at a glance.
Read scores relative to each other. In a report where everything sits above 4, the lowest dimension is still the place to look.
4. Look at the self-other gaps
The overall self-other gap in the sample is minus 0.6: the leader rates themselves lower than others do. The widest gap is on Coaching & Development, where others give 3.8 and the leader gives 2.0.
- Others rate you higher than you rate yourself: a hidden strength. You may be too self-critical. The sample report says so directly.
- Others rate you lower than you rate yourself: a blind spot. This is often the most useful finding in a 360.
5. Find the lowest items
The lowest items in the sample are Prioritisation & Focus (3.7) and Emotional Steadiness (3.7), followed by Coaching & Development (3.8). Low items are candidates for your priorities, especially when they also show a gap.
6. Read the comments for themes
Read every comment, then ask which ideas come up more than once. In the sample, several raters mention shifting priorities, for example ideas changing daily and tasks started before others are finished. That theme matches the low score on Prioritisation & Focus.
Note any outlier comment too. One unusual view can carry an important point (article 4).
7. Pick your 3 priorities
A good priority passes 3 tests:
- It shows up in both the scores and the comments.
- It matters for your role and your organization right now.
- You can act on it in the next few months.
The sample report's development plan picks 3: build regular coaching into 1:1s, set clearer weekly priorities, and slow down to listen. Each comes with a suggested script and named tools such as the GROW coaching model and the SBI feedback model.
How do you read an engagement or client report?
The same way, without the self-ratings. Check the response rate, read the summary, look for the lowest areas and the themes in the comments, and pick 3 priorities. For ongoing surveys, read the trend: is the NPS rising or falling, and since when?
What the research says
- Overrating yourself is the gap to watch. Fleenor and colleagues (1996) grouped 2,056 managers by how their self-ratings compared with their direct reports' ratings. Managers' own bosses rated those who underrated themselves, and those whose good self-ratings matched others', as more effective than those who overrated themselves.
- Self-other gaps are useful, and hard to measure. Fleenor, Smither, Atwater, Braddy and Sturm (2010) reviewed the research on self-other agreement. It's linked to self-awareness and leader effectiveness, but studies measure it in different ways, so findings vary. Treat a gap as a prompt for reflection, not a verdict.
Key readings: Fleenor and colleagues (1996); Fleenor and colleagues (2010). Full references are in the research reading list.
Org360's view
Org360 thinks a report has done its job when the reader can name 3 priorities and the first step for each. Everything else in the report is there to support that choice. Then the feedback cycle starts again (article 7).
Frequently asked questions
What is a good 360 score?
Scores mean most relative to each other and over time. Your lowest areas and your widest gaps matter more than the absolute number.
What does a negative self-other gap mean?
You rate yourself lower than others rate you. It often points to a hidden strength or a habit of being self-critical.
What if one comment is harsh?
Read it as one view. Look for whether others say something similar. If only one person says it, it may still be worth thinking about, but it's rarely a priority on its own.
Should I share my 360 report?
That's your choice. Org360 gives the report to the person who ran the 360 (article 2). Sharing your 3 priorities with your raters is a good way to thank them.
Sources: Org360 sample report