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What my Perspectives 360 Assessment said about me

15th February 2012

Exponential’s James Dillon  took part in a Perspectives 360 management assessment. Find out what it said & what he learnt about himself from the process.

For those of you who don’t me I should start by giving a little bit of a background about myself. I have worked with Exponential Training & Assessment Ltd for over three years after graduating from Leicester Business School (De Montfort University) in July 2008 where I studied Business Studies. I first joined Exponential in the role of “Marketing Assistant” where I was responsible for developing and maintaining the website as well as email marketing. Within 6 months I gained additional responsibilities such as running what was then called “Management Perspectives” before moving into the role of Business Development Manager.

My role in Exponential now primarily involves marketing, sales, customer service as well as the development & management of our Information Technology. I work in a small but effective team which consists of two people who I report to (Managers), two colleagues on the same level (peers) and one part time member of staff who reports to me (subordinate).

360 Degree Feedback Philosophy

These five people who make up my team were those who I asked to contribute to my Perspective 360 assessment. For the purpose of 360 degree assessment it is recommended that you have a minimum of 3 respondents to ensure confidentiality and accuracy of results. Once the assessment was set up on the Perspectives 360 system automated emails were then sent out to all individuals taking part asking them to complete the questionnaire. When all questionnaires were complete, my report was then available for me to view.


I then received a one-to-one feedback session to go through my 360 report in detail and this is what it said about me:

The first page of the report gives an overview of my results across the six core skills of management: PlanningCommunicationTeam workingLeadingPersonal effectiveness andManaging People. The first exercise I went through during my feedback session was to identify which were my lowest perceived skills from my “Others” scores. As you can see from the report my two lowest core skills were Managing People (42%) and Team Working (66%). It was then important to think about why this might be the case in the context of my job role. For me, as I have already mentioned I work in a relatively small team and only have one part-time person to manage so therefore this made sense that these particular skills would not be areas I would be perceived to demonstrate strength in regularly.

The next step was to then look at where my two areas of strength were by identifying the highest scoring core skill areas, which were Leading (79%) and Communication (71%). In this case I was expecting Communication to be an area I did relatively well in but to get the highest score in the core skill Leading did surprise me slightly. As you can see from the first graph (page 1), I rated myself significantly lower (-27%) than my respondents did which shows that this was something I was unaware that I demonstrated.

Throughout the Perspectives 360 feedback session I was able to apply the Johari Window philosophy. Large gaps, as described above, between my “Self” score and “Others” scores meant that there were things that were unknown to me that were known by others. These skills would therefore come under the “Blind Area” as shown below:

Johari Window

The aim of the Perspectives 360 process is to identify these skills and move them from the Blind Area maximising the size of the Open Area.

The second page of the report shows a Specific Skill breakdown. These are the specific skills that make up the six core skills of management. In the red you can see my “Self” scores and in the green you can see the “Others” scores which are an average of all of the respondents. Any scores that are over 70 show that the individuals who took part in the assessment perceive me to be effective in that skill area.

As you can see from the second graph (page 2) my “Self” score is almost always to the left of the “Others” scores. This tells me I have a relatively large blind area, meaning I am demonstrating the skills, but not necessarily aware that I am. An example of this could be situations where I am asked to advised how technology works; I don’t recognise this as providing guidance, but those I am supporting do.

Next I needed to identify areas for personal focus/ development. My facilitator asked me to identify four or five specific skills most important to my role within the business and which I needed to develop. I was asked to focus on the “Others” scores as these are the skills I need to move from my Blind Area and into my Open Area.

The areas I selected for development are:

Explaining Clearly – This was one of my lower scores that are relevant to my current role. I felt this should be a priority development point. By going to the appropriate page in my report (page 5) I can then see that my respondents identified that I could improve the way I check that people have understand what I have communicated.

Monitoring Performance – This was an area which again was one of my lowest scoring skills and when looking at the more detailed explanation (page 3) it suggests that I should look at monitoring my progress against plans more often.

Acting Assertively – Despite scoring a relatively good score of 64% this is another area in which I feel I could improve on. Within the Core Skills analysis (page 8) my main development point is that I “Do not find it easy to say ‘no’ to others”. I would tend to agree with this and is definitely an area I will include in my action plan.

Developing Self – The final specific skill area I have identified is developing self. In doing the Perspectives 360 assessment I have looked to develop myself by recognising weaknesses and areas for improvement. However, I feel this can be further improved by looking to develop all the above areas going forward.

In order to help improve in the areas I have identified the Perspectives 360 report goes to the next step and offers a short and practical development suggestion for each Specific Skill that can be taken away and put into practice. I then put together an Action Plan with my Perspectives 360 facilitator.


To summarise, Perspectives 360 helped me obtain honest/ unbiased feedback on my management skills from the people who know me best: the people with whom I work. The process enabled me to identify my management strengths as well as some areas for development. The 360 report also helped me think of ways in which I can tackle these development areas going forward and as a result I have decided to enrol on the CMI Certificate in Strategic Management & Leadership course.

Try Perspectives 360 for Yourself:

As part of a project funded by the European Commision Leonardo da Vinci Lifelong Learning Programme we are offering managers working for SME organisations (less than 250 employees) the opportunity of a FREE Perspectives 360 assessment and feedback worth £200 + VAT per person.

To claim one of only five free assessment and feedbacks please complete the following application form below:


If you have any questions or require further information please feel free to contact

* Assessments will be allocated on a strictly first come, first served basis.