Why 360 Assessments Fail, and How to Get Them Right
By Jennifer Mondoux
December 15, 2025
360 Assessments have had a bad rap:
A lack of anonymity
Awkward face-to-face interactions with HR or an external consultant
A lack of transparency on process
The subject of the 360 feeling as though they are under attack.
When 360s are done right however, they can be a valuable tool.
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At the core, a 360 is the participant's assessment of themselves and of how others perceive them.
Here are a few best practices to keep in mind:
Use an automated tool to remove awkwardness and protect anonymity
Ensure the minimum number of participants – down, across and up - to protect confidentiality
Ensure some or all of these are measured:
Empowerment
Wellness
Results orientation
Communication
Psychological safety (trust)
Change management
Collaboration
Engaging leadership
Strategy
Innovation
Accountability
Personal leadership
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360 results can be powerful, revealing a lack of trust between two key members of the leadership team for instance. These can also be great coaching tools, post-exercise (ensure the product you use provides guidelines for doing this).
And the newer, automated products - when administered carefully and when the process is communicated effectively - can provide tremendous insight for the sponsor of the 360 *and* for the participant.
It's also important to remember: when assessing senior leaders for whatever reason - either before you hire them, as part of a development program, pre-transaction, or, in even in less desirable situations where there is a performance issue - using a combination of resources and tools gives you a better shot at success.
For instance, when we're asked to assess a leadership team, we use the following combination:
In-depth 1-on-1 interviews to assess competencies
Organizational SWOT + cultural themes
Psychometric Testing
360 assessment
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The number one best practice when using 360s? Ask the entire executive leadership team to take part.
Despite the improvement in delivery and process with automated 360 tools, if you ask only one person to be assessed that person will inevitably feel targeted.
Instead, suggest the whole team - including *you*, as CEO.
You'll learn a lot about your team - what's working well, and what isn't.
If you participate as CEO, this demonstrates your own willingness to be vulnerable and to open yourself up to feedback. It also asks the rest of the team to do the same.
It also shows that you can walk the talk.
After all, if you're not willing to be assessed, how can you ask others?
About The Author, Jennifer Mondoux:
Jennifer Mondoux, CEO and Managing Partner, MondouxRollins Partners Inc.; Chair and Founder, Canada’s Best Private Boards
Jennifer Mondoux is an executive search professional and human capital advisor, with nearly two decades’ worth of experience working with private companies. An exceptional search professional, she has helped dozens of founders and entrepreneurs of mid-market companies build out their senior leadership teams. Jennifer is seen as a trusted advisor, with an expertise that allows her to guide clients through the lifecycle of their talent needs. This includes compensation design, performance management, market mapping, as well as other more highly specialized services in M&A talent mapping and executive communications. In addition to her deep relationship with her entrepreneurial clients, Jennifer is connected both regionally and nationally with senior leadership candidates as well as with a network of professionals in private company leadership and governance. She is also the Founder and Chair of Canada’s Best Private Boards, a first-of-its-kind national and annual program that recognizes the impact of governance on the performance of private companies.
About MondouxRollins Partners Inc.:
MondouxRollins Partners Inc., is an executive search and human capital advisory firm. We are a group of specialists, equipped with decades of experience providing talent solutions for private companies. We are risk-mitigators, trusted advisors and relationship-builders, and we are your one-stop-shop through the entire talent lifecycle - for your team, or for your board. We are also the founders of the Canada’s Best Private Boards program, a first-of-its kind national and annual awards program that recognizes the impact of governance on the performance of private companies.
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