Welcome. Let's set up your feedback round.
In a few weeks you'll have honest, anonymous views from the people who know you best, and a one-to-one conversation with your mentor to make sense of them.
Step 1: Choose your mentor
Select your mentor, who will help run this process. Choose someone you trust.
- Reviews your circle
- Reads their feedback
- Shapes your summary
- 121 Coaching Conversation
Your circle will be told who your mentor is.
Choose your feedback circle
10–12 peopleat least 8
Choose people who see you from different sides, and who will be honest with you, not just kind. Type them in, or paste a list from Outlook or a spreadsheet.
Leaders: people you report to. Peers: people at your level. Team: people who work for you. External: clients and partners outside your organisation.
Selection guidance
LeadersAt least 2 · ideally 2–3
People you report to, or whose opinion of your work counts: your manager, their manager, senior people you work for.
Leaders see the bigger picture: whether you get the important things done, how you cope under pressure, and whether you're ready for more. Make sure you include someone other than your own manager. Your mentor can be one of your leaders.
PeersAt least 2 · ideally 2–3
People at a similar level to you, across the organisation, not just in your own team.
Peers show how well you work with people you have no authority over: how you share, help, agree and disagree, and how well you reach across the lines between teams and departments. Choose at least one person from another part of the organisation who relies on your work, or whose work you rely on.
TeamAt least 2 · ideally 3–4
People who work for you, or others in your team you work closely with every day.
Your team sees you up close, every day: how you share out work, give direction and credit, and how you behave when things go wrong. Include people who work for you as well as others around you in the team. Pick a mix, not just the people you get on with best. Being honest with a boss can feel risky, so everyone is told clearly that their answers are mixed in with others and never linked to them.
Not sure whether someone is Team or Peers? If they're in your own team, put them here. If they're elsewhere in the organisation, put them in Peers.
ExternalAt least 2 · ideally 2–3
People from outside your organisation, at any level: clients, partners, suppliers.
People outside your organisation show how you come across to those who don't have to work with you. They can be at any level: a senior person at a client, someone at a partner who does a similar job to yours, or a supplier's team who work for you. Pick people who have worked with you recently enough to give real examples. A former colleague who knows your work well also counts.
Use the arrow keys to move a person to another perspective.
Drag someone to another section to change their perspective.
11 people · varied perspectives · make sure to include challenging voices
People in your circle
Type each person in, or paste a list into any box.
11 of 20Leaders 2/2Peers 3/2Team 4/2External 2/2
Include two people who will challenge you
These are often the people you learn the most from, because they see what others don't. You won't be asked who they are, and no one else will know.
What counts as challenging?
Does it include at least two people you find challenging? Perhaps you expect different things from each other, the relationship has been difficult, or you simply work in very different ways.
Tick the box about challenging voices to continue.