360° feedback summary
Sam Rivera
Northwind Logistics
Reviewed by Helen Marsh · 19 November 2026
This report brings together the perspectives of people across your circle, reviewed and curated by Helen Marsh. Read it with curiosity and an open mind. Notice what resonates, note what surprises you, and bring your reflections to your conversation with Helen Marsh.
Across your circle, one picture comes through clearly: you are the person people want in the room when things go wrong. Contributors describe a steady, structured leader who turns confusion into a plan, explains the reasons behind change and treats people fairly. Many also speak warmly about how much you care for the people doing the work, and how that care shows up in small, specific acts. The most prominent growth thread is the other side of that reliability: you carry a great deal yourself, and many would like you to hand more of it over, so the team can grow and you have room for the bigger picture. Alongside that, people would like to hear your view earlier in senior discussions and to see plans before they land.
Where you shine
Calm in a crisis
Most of your circle single out how you behave when things go wrong. You keep your voice level, see quickly what matters and give people a clear part to play, and contributors say that steadiness spreads to everyone around you. Several describe specific disruptions where your calm was what turned the day round.
…the person I'd want next to me in any crisis.Clarity & structure
You turn messy situations into clear plans with decisions and owners. People value that you write things down, follow up and close loops, so they always know where a request stands. Several also notice that you explain the reasons behind a change, which makes it far easier to bring to the wider team.
Turns a messy situation into a clear plan quickly.Care & attention to people
People feel noticed by you. Contributors describe you knowing names, checking in quietly when someone has withdrawn, and making time for people when they were going through a hard stretch. These moments are remembered long after the event.
Genuinely cares about the people on the night shift.Straight dealing
Some people value how straight you are, even when the news is unwelcome. You credit whoever did the work and don't play favourites, and that builds an uncommon kind of trust.
…We always know where we stand, which is rarer than it should be.Room to grow & future advice
Focus areas
- Delegation
- Voice in senior forums
- Sharing plans early
- Time with your team
Letting go & delegating
Many people in your circle say you take too much on yourself. When pressure rises you tend to step in and do the work, or check it again, rather than letting others own it, and this has started to make you a bottleneck. It also leaves capable people unsure whether they are trusted with the whole job.
For example
- Handing over a regular report but still reviewing every version before it goes out.
- Joining meetings where someone else could represent the team and make the call.
Why it matters
Your reliability is a real asset, and the next step is letting others build theirs. Handing over whole areas, decisions included, would free you for the wider role and grow the people around you.
Ways to grow
Choose one or two areas and hand them over completely, including the decisions, and agree how you will hear about problems instead of checking the work. Expect it to feel slower for a few weeks before it speeds up, and think about who could run your regular reviews if you were away.
Voice & early context
Several people would like to hear your view sooner, both in senior discussions and with your own team. In leadership meetings you often hold back until a decision has mostly formed, and you can accept demanding deadlines that the team then absorbs. Closer to home, changes sometimes reach people late, when an early outline would help them prepare.
For example
- Waiting until the end of a meeting to give an operational view that would have changed the discussion.
- Sharing a finished plan just before it takes effect, rather than an outline a week or two earlier.
Why it matters
Your judgement is often right, and it has most effect before a discussion settles. Earlier sight of your thinking also makes change feel shared rather than done to people.
Ways to grow
In senior meetings, aim to give your view in the first part of the discussion, and test deadlines openly before accepting them. With the team, share plans while they are still rough and invite people to help finish them.
Time for your team
As your role has grown, the people closest to you find you harder to reach. One-to-ones are moved or dropped, messages can wait a while for a reply, and you are seen less often where the work happens. People understand why; they notice it all the same.
This came mainly from your team.
For example
- Regular one-to-ones being moved at short notice during busy periods.
- Fewer informal visits to the people doing the work.
Why it matters
Your presence is part of what makes people feel cared for, which your circle values highly. Protecting a little regular time keeps that strength intact as the role grows.
Ways to grow
Give one-to-ones the same priority as external commitments, even if they become shorter, and plan regular time alongside the people doing the work.
In their own words
These contributors chose to share their comments with you in full, with their name. They appear exactly as written, after Helen Marsh had read them. Their comments also went into the themes above, like everyone else's.
Grace Adeyemi
What you do well
- Sam explains the why behind changes to rotas and processes, which makes them much easier to sell to the floor.
- Notices when someone has gone quiet in a meeting and checks in privately afterwards.
What you could improve
- Sometimes it feels like Sam doesn't trust anyone else to get it right, though I know that isn't the intention. Letting go of the detail would free them up for the bigger picture.
Advice
- Pick one or two people and properly hand them a whole area, including the decisions. It will feel slower for a month and then much faster.
- Keep being the steady one. Just remember you're allowed to ask for help too.
A small number of comments weren't included because they didn't meet the guidance for useful feedback.