360 Degree Feedback Questions: 50 Examples by Competency

Good 360 degree feedback questions are specific, behavior-based, and tied to a single competency, so a rater can answer from what they have actually seen. The strongest 360 surveys group questions by competency (leadership, communication, collaboration, accountability, adaptability), use a consistent frequency scale, and pair the rated items with two or three open-ended questions. Below are 50 example questions by competency, the scale to use, and the mistakes that sink a 360.

What makes a good 360 question

The difference between a 360 that helps someone grow and one that produces a shrug is the wording. A useful question describes an observable behavior, not a personality trait, so raters judge what a person does rather than who they are. If you have not settled on the competencies you are rating against yet, do that first: a competency assessment gives you the framework, and the questions below then hang off it instead of floating free. "Communicates expectations clearly" works; "is a good communicator" does not, because it invites a gut reaction instead of evidence. Keep each question to one idea, write in plain language, and phrase items so a peer, a manager, and a direct report can all answer from their own vantage point. Aim for 30 to 50 rated questions total. Past that, raters fatigue and the data gets noisier, not richer.

50 example 360 degree feedback questions by competency

Leadership and vision

• Sets a clear direction the team understands.
• Makes decisions in a reasonable timeframe.
• Takes responsibility for outcomes, including setbacks.
• Connects daily work to larger goals.
• Empowers others to make decisions rather than controlling every detail.
• Leads by example on the standards they set for others.

Communication

• Communicates expectations clearly.
• Listens without interrupting or dismissing.
• Shares information the team needs in time to use it.
• Adjusts their message for the audience.
• Gives feedback that is specific and actionable.
• Is approachable when someone has a concern.

Collaboration and teamwork

• Works well across teams and functions.
• Shares credit and acknowledges others' contributions.
• Handles disagreement without making it personal.
• Offers help before being asked.
• Follows through on commitments to the team.
• Builds trust with the people they work with.

Accountability and results

• Delivers work on time and to standard.
• Owns mistakes and fixes them without blame.
• Sets realistic priorities and sticks to them.
• Follows through on what they say they will do.
• Holds others to commitments fairly and consistently.
• Keeps quality high under pressure.

Adaptability and growth

• Stays effective when priorities change.
• Seeks out feedback and acts on it.
• Learns new skills to keep up with the role.
• Stays calm and constructive under stress.
• Is open to ideas that differ from their own.
• Recovers quickly from setbacks.

Problem solving and decision making

• Breaks complex problems into workable steps.
• Uses evidence rather than assumptions to decide.
• Weighs trade-offs before committing.
• Involves the right people in decisions.
• Anticipates problems before they escalate.

People development (for managers)

• Gives me feedback that helps me improve.
• Supports my growth and career goals.
• Recognizes good work in a meaningful way.
• Delegates in a way that stretches without overwhelming.
• Removes obstacles that get in my way.
• Treats people fairly and consistently.

Integrity and values

• Acts consistently with what they say.
• Is honest even when it is uncomfortable.
• Treats everyone with respect regardless of role.
• Keeps confidences and handles sensitive information well.
• Does the right thing when no one is watching.

Open-ended questions (use two or three)

• What is one thing this person should keep doing?
• What is one thing this person should start or stop doing to be more effective?
• Describe a specific situation that shows this person at their best.
• What single change would have the biggest positive impact on their effectiveness?

The rating scale to use

Skip agree-to-disagree scales for behavior questions. A frequency scale reads more naturally and produces cleaner data: Never, Rarely, Sometimes, Often, Always, plus a "Not observed" option so raters are not forced to guess about things they have not seen. Frequency ties the answer to observed behavior instead of opinion, which is the whole point of a 360. Keep the same scale across every rated question so scores are comparable, and always pair the numbers with the open-ended responses, because the written comments are usually where the real insight lives.

Mistakes that sink a 360

A few errors show up again and again. Asking too many questions, so raters rush the back half. Mixing two ideas into one item, so a low score is impossible to interpret. Using vague trait words instead of behaviors. Breaking anonymity, which instantly poisons candor, so keep rater groups large enough (usually three or more per group) that no single response is identifiable. And the biggest one: collecting the feedback and never turning it into a development plan. A 360 with no follow-up teaches people that feedback goes nowhere. If the aggregated results keep pointing at capability rather than behavior, that is a training question rather than a feedback one, and our training needs assessment questions are the set to run next.

The most useful next step is to turn the results into concrete development, matching each growth area to specific coaching, practice, or training. Many teams route the development plan straight into a system that assigns and tracks the training that closes each gap, so the feedback leads to a visible change rather than a filed report.

360 feedback rates people, not the organization

One boundary worth stating plainly, because it decides which tool you actually need. A 360 measures individuals: it tells you how a specific manager or employee is seen by the people around them. It does not tell you whether the organization itself is healthy, whether your processes are mature, or how your culture compares to your industry. Those are different questions, and answering them means measuring the company, not its people. If what you actually need is a read on the whole organization rather than a rating of individuals, that is an organizational diagnosis, which scores culture, process, digital, skills, and compliance against your industry. The two work well together: 360s develop your people, and an organizational assessment tells you whether the system they work in is helping or fighting them. Our explainer on 360 degree feedback covers the method itself in depth, and once the responses are in, the guide to reading a 360 degree feedback report shows what these questions turn into and which parts of the output are worth acting on.

Frequently asked questions

What questions should be on a 360 degree feedback survey?

A 360 survey should ask behavior-based questions grouped by competency, typically leadership, communication, collaboration, accountability, adaptability, and problem solving, plus a people-development set for managers. Aim for 30 to 50 rated questions on a frequency scale, each covering a single observable behavior, and add two or three open-ended questions like "what should this person keep doing?" and "what one change would make them more effective?" The written answers usually carry the most useful insight.

How many questions should a 360 have?

Between 30 and 50 rated questions is the sweet spot, plus two or three open-ended prompts. Fewer than 30 rarely covers enough competencies to be actionable; more than 50 causes rater fatigue, where people rush the later questions and the data quality drops. Keep each question focused on one behavior and use a consistent scale so the results are comparable across raters and over time.

What rating scale is best for 360 feedback?

A five-point frequency scale, Never, Rarely, Sometimes, Often, Always, with a "Not observed" option, works better than an agree-to-disagree scale for 360 feedback. Frequency ties each answer to observed behavior rather than opinion, which is exactly what a 360 is meant to capture. The "Not observed" choice prevents raters from guessing about behaviors they have not seen, which would otherwise add noise to the scores.

Should 360 feedback be anonymous?

Yes, for peers and direct reports. Anonymity is what lets raters be candid, so aggregate each rater group and only report results when a group has at least three respondents, which keeps individual answers from being identifiable. The manager's rating is usually shown separately because there is only one manager. Protecting anonymity is the single biggest driver of honest 360 feedback; break it once and candor disappears for good.