“Search me, O God, and know my heart; test me and know my anxious thoughts. Point out anything in me that offends you, and lead me along the path of everlasting life.” —Psalm 139:23–24 (NLT)
Let me start with a question:
Why do people think what they think about you as a leader?
Is it because of something you said, or something someone else said about you?
Is it based on an actual experience, or the absence of one?
And if they haven’t experienced you firsthand, are they simply manufacturing a perspective?
These are the questions I’ve been sitting with, not out of insecurity, but out of intention.
The Prompt for Self-Reflection
At the urging of our Human Capital and Governance Committee, I decided to undergo a full 360-degree feedback evaluation.
Not for the first time.
Over the past 18 months, I’ve participated in five 360s, for other leaders, both inside and outside my organization. But this time, it’s different.
This time, it’s me.
And I’ve taken a bold step: I’ve expanded the 360 to include feedback from across the entire enterprise. Anyone, at any level, can weigh in. That’s not just accountability. That’s courage.
Because let’s be clear: a 360 isn’t about validation. It’s about vision.
Not just how you lead, but how you’re experienced.
People form opinions whether we invite them or not.
And in the absence of proximity, they fill in the gaps with residue, fragments of what they’ve heard, assumed, or imagined.
Sometimes the loudest story in the room isn’t the truest.
It’s just the one no one has challenged.
That’s why this process matters. Not because it’s comfortable. But because it’s clarifying.
Leadership demands we tell the truth, not just about others, but about ourselves.
When you open yourself up to feedback, two things show up:
Both are sacred.
Gems build confidence.
Jabs build character.
And character matters more than charisma.
One of the best pieces of feedback I’ve ever heard wasn’t even mine. A leadership assessor once told a colleague, “If you don’t believe the feedback, go home and ask your spouse.” He did. Her response? Immediate confirmation.
Humbling? Absolutely.
Helpful? Even more so.
Years ago, I was in consideration to lead a global nonprofit. As part of the process, Korn Ferry put me through an intense two-day leadership simulation—complete with case studies, financials, roleplays, and live feedback.
I didn’t just learn what I knew. I learned what I didn’t know I didn’t know.
And that changed everything.
Because the real risk in leadership isn’t weakness, it’s unawareness.
When you know your blind spots, you can build around them.
But when you ignore them? That’s when leadership becomes dangerous.
Here’s what I’ve learned through every 360, every uncomfortable conversation, and every quiet moment of reflection:
If you’re a leader, aspiring or seasoned, let me offer a few questions:
Let me say this plainly:
Leadership isn’t about looking flawless.
It’s about being formable. It’s about being open to what you don’t see, so you can become who you were always meant to be.
That’s why I’m doing this 360.
Not because I’m obligated to.
But because I’m called to become the kind of leader who doesn’t just build organizations, but builds people.
And if that’s the leader you want to be, maybe it’s time to ask the hard question too.
If you’ve done a 360, or even thought about it, I’d love to hear your story.
What did you discover about yourself? What surprised you? What shifted?
Let’s not just lead.