360 Feedback Questions: 20 Honest Examples

TL;DR: The best 360 feedback questions match the question to the rater. Ask peers about collaboration, managers about impact and growth, direct reports about leadership behaviors, and employees about their own blind spots. Use this page for a general 360 question bank; use narrower pages for manager-only, leadership-only, or peer-only feedback.

If you are looking for 360 feedback questions, the hardest part is not writing more prompts. It is choosing prompts that each rater can answer honestly. Generic questions produce generic answers, and mixed-intent surveys force people to rate behavior they never see. The 20 questions below are built for a general 360 feedback process that covers peers, managers, direct reports, and self-reflection without drifting into a manager-only or leadership-only survey.

Use this 360 feedback question list when…

This page is for broad 360 feedback programs that need one question bank across peers, managers, direct reports, and self-reflection. If your survey is only about managers, executive leadership, definitions, or informal coworker feedback, a narrower resource will give readers better-fit questions without blending different evaluation jobs into one survey.

If you need…	Best resource	Why
A general 360 question bank across rater groups	This page	Covers peer, manager, upward, and self-assessment questions together
Manager-only 360 questions	360 feedback questions for managers	Focuses on how someone manages day to day
Leadership competency questions for directors or executives	Leadership 360 feedback questions	Organizes questions around vision, judgment, accountability, and change leadership
Peer-only prompts for everyday collaboration	Peer feedback questions	Better for project debriefs and ongoing coworker feedback outside formal 360s
Process design or rollout guidance	How to run a 360 feedback process	Covers rater selection, timing, anonymity, and follow-up
A definition of 360 feedback	360 feedback glossary entry	Explains the term without turning it into a survey template

360 feedback questions for peers

Peer 360 feedback questions should focus on the daily behaviors coworkers can actually observe: collaboration, communication, follow-through, and adaptability. The goal is to capture what it feels like to work with someone in practice, so the strongest peer prompts ask for recent examples from shared work rather than broad opinions about personality.

1. On shared projects, what did this person do that made collaboration easier?
2. When priorities changed or timelines slipped, how did this person respond?
3. What is one example of this person unblocking a teammate or helping the group move faster?
4. When this person disagreed with an approach, how did they handle it?
5. What information did this person share well, and what did others still have to chase?
6. How reliable was this person on commitments across the full review period?
7. What should this person keep doing, and what should they change?

If you’re collecting lighter-weight input outside a formal 360 cycle, these peer feedback questions for everyday work are better suited to project wrap-ups, coaching, and day-to-day collaboration.

360 feedback questions for managers reviewing employees

Manager questions in a 360 should focus on impact, growth, judgment, and the patterns that affect an employee’s next step. They work best when they move beyond recency bias and ask the manager to name the behaviors or results that mattered most over the full period, not just the last few weeks.

8. Which contribution from this person created the most meaningful impact this review period?
9. Where has this person raised the bar since the last cycle?
10. What pattern is most likely to limit this person’s next-level growth if it does not change?
11. How well did this person support teammates or raise the performance of people around them?
12. Which skill improvement would create the biggest multiplier for this person’s effectiveness?
13. How coachable was this person when feedback was direct or difficult?

If your whole survey is about how a manager leads their team, use 360 feedback questions for managers instead. That page owns the manager-only angle this page is not trying to cover.

360 feedback questions for upward feedback

Upward 360 feedback questions should measure leadership behaviors direct reports can actually see: clarity, support, advocacy, consistency, and psychological safety. This is often the highest-signal part of a 360 for people managers, but it only works when employees know responses will be aggregated and used for development rather than retaliation.

14. How clear is your manager about priorities, tradeoffs, and what success looks like?
15. When you bring your manager a problem, how useful is their response?
16. How well does your manager advocate for the team when priorities conflict?
17. How safe does your manager make it to raise risks, disagree, or admit mistakes?
18. What should your manager keep doing, and what should they change?

If you want a direct-report-only survey or advice on how employees should frame their answers, use our upward feedback questions guide.

360 feedback self-assessment questions

Self-assessment questions in a 360 should surface context and blind spots, not invite self-promotion. The useful comparison is not whether an employee praises themselves well. It is where their self-view lines up with peer and manager feedback, and where the gaps point to coaching or role-clarity issues.

19. What work from this period best reflects the value you created, and why?
20. Where are you most likely to have a blind spot, and what kind of feedback would help you most?

How to choose 360 feedback questions that get honest answers

Honest 360 feedback comes from matching each question to the right rater, keeping the survey tight enough that people answer thoughtfully, and asking for observable evidence instead of personality judgments. A shorter, better-targeted survey produces more useful development input than a longer form full of questions respondents cannot answer confidently.

Use these rules before you launch:

• Match the rater to the behavior. Peers can judge collaboration. Direct reports can judge management behavior. Managers can judge impact and growth trajectory.
• Ask about what happened, not who someone is. “How did this person respond when priorities changed?” is more useful than “Is this person adaptable?”
• Use open-ended questions where examples matter most. A good written example often explains a low or high rating better than the number alone.
• Keep the survey narrower than you think. If a question will not change the follow-up conversation, cut it.
• Set anonymity expectations upfront. This matters most for upward feedback and any question about trust, fairness, or conflict.

Windmill’s performance reviews and continuous feedback workflows help teams collect peer, manager, and upward input closer to the work itself, so people are responding to real examples instead of trying to reconstruct months from memory at the end of the cycle.

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For the full rollout, including rater selection, timing, and follow-up, see our guide on how to run a 360 feedback process.

Frequently Asked Questions

What are good 360 feedback questions to ask?

Good 360 feedback questions ask about behaviors the rater has actually seen, such as collaboration, follow-through, coaching, or judgment under pressure. The strongest prompts ask for recent examples instead of broad opinions like 'Is this person a good communicator?'

How many 360 feedback questions should you ask?

Ask only enough 360 feedback questions to cover the behaviors each rater can observe well. Most teams get better answers from a tighter survey that people can finish thoughtfully than from a long form full of low-signal prompts.

Should 360 feedback questions be different for peers and managers?

Yes. Peers should answer questions about day-to-day collaboration, communication, and reliability, while managers should answer questions about impact, growth, and readiness for more scope. Different rater groups see different parts of the job.

Are peer feedback questions the same as 360 feedback questions?

Not always. Peer feedback questions can be lighter and more informal, especially after projects or during ongoing coaching. 360 feedback questions are usually part of a structured review process that combines peer, manager, upward, and self-assessment input.

How do you get honest answers in 360 feedback?

Honest answers come from behavior-based questions, clear development goals, and strong anonymity protections where needed. People answer more candidly when they know the survey is asking about observable work and when they trust how the feedback will be used.