Most managers treat 360 reviews like a final exam. They dump everything they’ve observed over six months into one document, hoping it covers all bases.
This approach fails everyone.
Here’s what I’ve learned running reviews for 25 engineers:
the best feedback fits on one page.
The Cardinal Rule
Nothing in the review should surprise the recipient.
If you’re saving critical feedback for the review, you’ve already failed as a manager. Reviews confirm patterns. They don’t introduce new information.
That said → if something slipped through and you never addressed it, mention it anyway. Incomplete feedback beats no feedback.
What Actually Belongs in a Review
Three things. That’s it.
What they did well. Not a list of everything. Highlights that show why they matter to the team. Specific moments that demonstrate their value.
What to work on next. Maximum three areas. Not a comprehensive inventory of possible improvements. Pick the highest-leverage items. Everything else waits.
Where they’re headed. Paint a picture of success for the next period. Give them something to aim at.
The Practical Stuff
- Write only what you can defend in conversation. Reviews get discussed. If you can’t back it up with examples, delete it.
- Focus on patterns, not incidents. One missed deadline is a data point. Three missed deadlines is a trend worth addressing.
- Read it out loud before submitting. You’ll catch the corporate nonsense immediately.
- Be honest and constructive, but stay humble. You’re observing from your perspective, not delivering universal truth.
And remember → only nice words help nobody. Your job is growth, not comfort.