How do leadership coaches use 360 feedback or assessments?

Assessments are commonly used at the start of an engagement, and they serve two distinct purposes.

For the coachee, they provide data the person cannot get any other way. Most leaders have never received candid, structured input from the people around them, and the gap between self-perception and how they are experienced is often the substance of the entire engagement.

For the organizational buyer, an assessment signals a structured approach and creates a baseline that makes progress discussable without breaching session confidentiality.

Practical points:

• Agree upfront who sees the results. This is a confidentiality question and it should be settled before the assessment runs.
• Handle the debrief carefully. Candid feedback lands hard, and the first session after a 360 often determines whether the engagement works.
• Certification in a recognized instrument can help with organizational buyers who expect a validated method.

Certification and licensing requirements vary by instrument and provider, so confirm what applies before offering one.