Leading Managers 360

In Short

360 assessment tailored specifically to middle management competencies
Best for: CCL 360 instrument for managers
Leading Managers 360 is a structured tool for coaching and facilitation. 360 assessment tailored specifically to middle management competencies. It provides a repeatable framework that can be adapted to individual, team, and leadership development contexts.
Type of tool: CCL 360 instrument for managers
Expected outcomes:
- Improved ability to 360 assessment tailored specifically to middle management competencies
- Improved capacity to with a coach: focus on the gap between self-perception and others' ratings
- A concrete action or development plan to take forward from the Leading Managers 360 process

In Detail

Leading Managers 360 is a diagnostic instrument designed to help coaches, leaders, and facilitators 360 assessment tailored specifically to middle management competencies. It sits within the category of CCL 360 instrument for managers, making it particularly useful for practitioners working on capability development, team performance, and individual growth in organisational settings.

In practice, Leading Managers 360 is delivered as a 5-step process. The process begins by administer the Leading Managers 360 instrument (2014 format update). The session closes by build a development plan. The structured approach ensures that participants move through a consistent experience while leaving room for the facilitator to adapt pacing and depth to the group's needs.

Leading Managers 360 is particularly valuable when objective data is needed to anchor a coaching conversation. Assessments reduce the risk of coaching being driven solely by the coachee's self-perception, introducing external reference points that open up new lines of inquiry and development.

How to Use

1. Administer the Leading Managers 360 instrument (2014 format update). 2. Gather ratings from direct reports, peers, and the leader's own manager. 3. Generate the feedback report. 4. Debrief with a coach: focus on the gap between self-perception and others' ratings, the most critical competencies for the role, and the 2-3 priority development areas. 5. Build a development plan.

Pros and Cons

Pros	Cons
Provides objective, data-driven insights that reduce reliance on self-perception alone Creates a concrete baseline for measuring development progress over time Gives the coachee language and evidence to discuss development needs with stakeholders	Requires validated instruments and trained practitioners to administer and interpret correctly Results can be threatening or demoralising if not framed carefully by the coach Data reflects a point-in-time snapshot and may become outdated as context changes

Created by Center for Creative Leadership

When to Use

This tool is suited to the following coaching and facilitation contexts:

Context	Relevant
Individual Coaching	✓
Team Coaching	✓
Leadership Development	✓
Facilitation / Workshop	✓
Online / Virtual

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