by Dan Musick and Meredith Monk Ford
Feedback is the key to growth. For school leaders, one of the most valuable ways to gain insight and uncover opportunities for improvement is through a well-supported and thoughtfully designed administrative 360 process. Now, I know what you’re probably thinking: “Who in their right mind would want to go through that?” Even writing that question, I can feel the wave of apprehension it evokes. But here’s the thing: If you’re committed to becoming a more impactful leader and fostering a culture of growth at your school, feedback is essential. And while it might feel daunting, the rewards are absolutely worth it.
That said, it’s easier said than done.
Leadership 360 processes can be tricky for a number of reasons:
But it doesn’t have to be that way! The first step to getting it right is to ask yourself two important questions:
How you answer these questions will shape the entire process. A growth-focused 360 is collaborative and empowering. An evaluation, on the other hand, is more directive and driven by the supervisor. Both approaches have their place, but they need to be framed the right way from the beginning.
For this post, we will focus on leadership growth.
To start, you need a reliable tool to collect feedback from all directions—hence the “360.” This usually includes input from supervisors, colleagues, direct reports, and others (like faculty, parents, or even students), as well as a self-assessment. Each perspective gives unique insights into how the leader is perceived and where there’s room to grow.
The best tools combine quantitative data (like ratings or scales) with qualitative feedback (open-ended comments) and are grounded in a clear leadership philosophy. A couple of my personal favorites are the LPI 360 and the Leadership Circle Profile, but there are plenty of great options out there.
Watch Out For: Some schools create their own tools with a few scaled questions or open-ended prompts. While these can work in a pinch, they often lack the depth, reliability, and leadership framework of a professionally designed tool.
Once the feedback is collected, the next step is reviewing the report—and this part is critical. The person guiding the leader through the report should be someone skilled at interpreting data, identifying themes, and helping the leader see opportunities for growth. A good coach can filter out biases, spot patterns, and keep the focus on development rather than criticism.
Pro Tip: It’s best if this person isn’t the leader’s direct supervisor. When supervisors take on this role, it can create an evaluative vibe that undermines the growth-oriented spirit of the process. Plus, let’s face it: we’re all human, and it’s tough to avoid biases when you know the backstory.
Also, leaders shouldn’t have to interpret their own reports without support. It’s easy to get stuck on one piece of negative feedback or misread the tone, which can lead to frustration or even discouragement. A coach helps keep things productive and positive.
Finally, all that feedback needs to lead somewhere. A strong Leadership Development Plan gives the leader a clear roadmap for growth, outlining key takeaways, goals for the year ahead, and what support they’ll need to succeed. This step turns insights into action.
Common Pitfall: Too often, the process stops after the feedback is delivered. Without a plan, the chances of meaningful growth drop significantly. Don’t skip this step!
One approach I’ve found particularly effective is completing all three steps—collecting feedback, reviewing it with a coach, and creating a development plan—before involving the supervisor. This puts the leader in the driver’s seat, giving them ownership of their growth and making the process feel more empowering. When it’s time to meet with the supervisor, the leader can present their learnings and goals, rather than simply reacting to feedback.
Not only does this shift in dynamic lead to better outcomes, but it also lightens the supervisor’s workload—especially helpful if they’re managing multiple leaders.
Investing in a thoughtful, growth-focused 360 process can transform leadership within a school. Stronger leaders mean healthier teams, and healthier teams mean a better culture for everyone. Leadership doesn’t stop at a promotion to Department Head, Division Head, or even Head of School—it’s a lifelong journey. And a good 360 process can be the fuel that keeps leaders moving forward.