Collaboration
360 Feedback Questions for Career Growth
Explore 20 behaviour-based 360 feedback questions across five interpersonal skills, plus advice on choosing raters and turning feedback into practice.
Good 360 feedback questions ask about observable behaviour: how someone explains ideas, follows through, handles disagreement or responds to change. Ask people who have seen that work, use a consistent frame, and allow ‘not enough opportunity to observe’. You want a useful development perspective, not a popularity score.
The 20 example questions below are grouped around Communication, Collaboration, Influence, Leadership and Adaptability, the five interpersonal skills used by EraSkills. This is an original question bank for planning a workplace feedback conversation or survey. It is not a reproduction of the platform's assessment, and you cannot customise the EraSkills questionnaire by copying these questions into it.
What is 360° feedback?
360° feedback brings together perspectives from people who have experienced your work in different ways, alongside your own view. Depending on your role, that may include a manager, peers, cross-team colleagues, people you support, former colleagues or clients. The value is the range of observations, not a requirement to include every category.
For personal development, be clear about what the exercise is for and how the answers will be used. Do not promise anonymity unless the process can actually protect it. Feedback is not a diagnosis or an objective measure of your worth, and one round cannot establish that a behaviour caused a business outcome.
If your employer runs a formal review, follow its process. A personal development exercise can complement that conversation, but it does not replace your employer's expectations or policies. Avoid asking raters to disclose confidential customer information or sensitive details about other colleagues.
Communication questions
These questions focus on clarity, listening, speaking up and written updates. Ask raters to think about work they actually observed during the agreed period. A colleague who only receives your written updates may be well placed to answer one question and unable to answer another.
- How consistently does this person explain ideas in a way you can understand and act on?
- How consistently does this person listen and check understanding before responding?
- How consistently does this person raise relevant questions or concerns when a discussion needs them?
- How consistently do this person's written updates make decisions, requests and next steps clear?
Collaboration questions
Look beyond friendliness. Useful collaboration feedback describes reliability, coordination across teams, room for different perspectives and the handling of disagreements. An occasional pleasant interaction is not enough evidence for every question.
- How consistently does this person follow through on commitments or flag risks early?
- How consistently does this person coordinate with other teams before their work affects them?
- How consistently does this person make room for others to raise questions or different views?
- How consistently does this person handle disagreement respectfully and work toward a shared outcome?
Influence questions
Influence is not just whether an idea wins. Ask about the behaviours that help others evaluate it: making a reasoned case, understanding constraints, building working relationships and keeping commitments. A rejected proposal may still have been communicated well.
- How consistently does this person explain the reasons and trade-offs behind a proposal?
- How consistently does this person build working relationships beyond their immediate team?
- How consistently does this person notice others' concerns and adapt their approach?
- How consistently does this person earn trust through honest communication and dependable actions?
Leadership questions
These questions also suit people without a management title. Leadership can mean taking responsibility for a decision, helping another person develop or clarifying direction within your area of work. Keep expectations appropriate to the person's actual responsibilities.
- How consistently does this person take ownership of problems within their responsibility?
- How consistently does this person help others learn while preserving their ownership of the work?
- How consistently does this person clarify priorities and the next steps needed to move work forward?
- How consistently does this person make timely decisions and explain their reasoning?
Adaptability questions
Ask about responses to real change, not whether someone seems endlessly positive. A person can raise a valid concern while adapting well. Similarly, staying composed should not mean concealing every difficulty or accepting an unreasonable workload.
- How consistently does this person respond constructively when work becomes pressured or uncertain?
- How consistently does this person adjust plans when priorities change?
- How consistently does this person seek feedback and consider a different perspective?
- How consistently does this person use mistakes to change their approach?
How to use the questions fairly
Choose the questions that fit your purpose and avoid combining two unrelated skills in one item. In your own survey, use the same response scale throughout and explain each option. For example, a frequency scale could run from ‘rarely’ to ‘consistently’, with a separate ‘not enough opportunity to observe’ option. That option should not count as a low score.
Agree a recent observation period that makes sense for the work, such as a shared project or review period. Invite people with direct experience, not only close friends. Include different working relationships when possible, while recognising that more responses do not automatically make a survey representative or remove bias.
For an open question, ask: ‘What is one behaviour this person should continue, and one they could practise differently?’ Request work examples without names or confidential details. If you administer your own survey, explain who sees the answers and how you will handle them before collecting anything. Do not call a small, identifiable set of responses anonymous.
What to do with the feedback
Compare your self-view with the overall patterns. A difference can reflect a blind spot, but it can also reflect different situations or expectations. Ask what evidence would help you understand it. Do not try to identify who supplied a critical response, and do not turn the feedback into a ranking of colleagues.
Choose one behaviour to practise in a real work situation. If clarity is a development area, try closing a planning discussion with the decision, owner and next step. After a few opportunities, ask whether the change made work easier. The goal is useful learning, not simply raising a score.
EraSkills provides a structured option for adult professionals who want to compare their own view with feedback from people who know their work. Raters use a private link without an account. Results require at least three completed raters, individual scores are pooled, and results update in steps rather than after each extra response. Raw comments are not shown to the user; only themes drawn from at least two raters are shared. Start with the free self-assessment to reflect on the behaviours you bring to work.