Jordan Avery
Director of Operations · Feedback from manager, peers, and direct reports
A credible, clear leader whose communication is trusted, with an opportunity to make development and delegation more visible.
Jordan’s 360 sample shows strong alignment around communication and leadership presence. Raters describe Jordan as clear, calm under pressure, and able to translate complexity into action.
The most useful signal is the gap around People Development. Jordan rates their investment in others higher than some direct reports do, suggesting that helpful intentions may not always be experienced as coaching, delegation, or growth opportunity.
The next level is to move from being the person who clarifies and executes to the leader who visibly builds other leaders. That requires more explicit coaching moments, clearer delegation, and regular feedback loops.
Dimension breakdown
Communication
93%Others consistently experience Jordan as clear, responsive, and able to reduce ambiguity.
Leadership Presence
84%Jordan is seen as steady and credible, especially during pressure or change.
Execution
80%Commitments generally become outcomes, though pace can depend heavily on Jordan’s personal drive.
People Development
66%The biggest growth lever is making coaching, delegation, and development conversations more explicit.
LeaderDNA 360 Leadership Effectiveness Assessment™, about this report
The LeaderDNA 360 Leadership Effectiveness Assessment™ measures how others actually experience your leadership across ten research-backed competencies. The same 40 statements are answered by Self, Supervisor, Peers, Direct Reports, and (optionally) Other Stakeholders, producing a rigorous multi-rater picture of where you lead well and where you have room to grow.
The real value of a 360 is the gap between Self-Perception and Others' Perception. Strong alignment confirms credibility; moderate and significant gaps surface blind spots that, once seen, become the highest-leverage growth opportunities of your career.
Each competency is scored 4, 20 (four items, 1, 5 scale) and converted to a Leadership Effectiveness Level: Exceptional (16, 20), Effective (12, 15), Developing (8, 11), or Needs Immediate Attention (4, 7). Top-line scores roll up into the LeaderDNA Leadership Index™ on a 100-point scale.
How to use this report
- • Start with your strengths. Research is clear that the highest leverage for leaders comes from amplifying what you already do well, not from grinding on weaknesses.
- • Then close the blind spots. Look for the largest Self-minus-Others gaps; those are the perceptions you cannot afford to leave unchallenged, regardless of whether you believe them to be accurate.
- • Focus development on two competencies, not ten. Pick the bottom two with the most strategic impact on your current role and build a 90-day plan with weekly practice and a feedback loop.
- • Re-take the assessment in 6, 9 months. Perception change lags behavior change; give your raters time to notice the shift before measuring again.
Competency snapshot
| Competency | Self | Manager | Peer | Direct Reports | Other | Observer avg | Overall |
|---|---|---|---|---|---|---|---|
| Vision & Strategic Thinking | 4.00 | 3.50 | 3.60 | 3.10 | 3.30 | 3.40 | 3.40 |
| Communication Effectiveness | 3.50 | 3.80 | 3.60 | 2.80 | 3.20 | 3.40 | 3.48 |
| Building Trust | 4.50 | 3.80 | 3.60 | 3.50 | 3.60 | 3.60 | 3.65 |
| Developing Others | 4.00 | 3.20 | 3.00 | 3.30 | 3.00 | 3.10 | 3.20 |
| Decision Making | 4.00 | 3.30 | 3.40 | 3.00 | 3.20 | 3.20 | 3.30 |
| Accountability & Execution | 4.50 | 3.50 | 3.50 | 3.30 | 3.50 | 3.50 | 3.55 |
| Collaboration & Teamwork | 4.00 | 3.50 | 3.80 | 3.30 | 3.50 | 3.50 | 3.55 |
| Managing Change | 4.00 | 3.30 | 3.30 | 3.00 | 3.30 | 3.20 | 3.30 |
| Emotional Intelligence | 3.50 | 3.50 | 3.50 | 3.30 | 3.50 | 3.50 | 3.45 |
| Leadership Influence | 4.00 | 3.50 | 3.50 | 3.30 | 3.50 | 3.40 | 3.50 |
Scores ≥ 3.50 are strong · Scores < 2.75 need development.
Top 10 strengths
- 1.Building Trust · Q9Acts with honesty and integrity.3.90
- 2.Accountability & Execution · Q21Holds self accountable for results.3.90
- 3.Vision & Strategic Thinking · Q3Anticipates future opportunities and challenges.3.60
- 4.Collaboration & Teamwork · Q25Encourages collaboration among team members.3.60
- 5.Collaboration & Teamwork · Q27Builds positive working relationships.3.60
- 6.Building Trust · Q11Maintains confidentiality when appropriate.3.60
- 7.Building Trust · Q12Builds credibility through consistent actions.3.50
- 8.Accountability & Execution · Q24Consistently follows through on priorities.3.50
- 9.Collaboration & Teamwork · Q26Values diverse perspectives.3.50
- 10.Emotional Intelligence · Q33Demonstrates empathy toward others.3.50
Top 10 development needs
- 1.Decision Making · Q17Makes decisions in a timely manner.2.90
- 2.Managing Change · Q30Helps others navigate change.3.00
- 3.Managing Change · Q32Encourages innovation and improvement.3.00
- 4.Accountability & Execution · Q22Holds others accountable appropriately.3.00
- 5.Decision Making · Q20Balances risk and opportunity effectively.3.00
- 6.Developing Others · Q13Provides coaching when needed.3.10
- 7.Developing Others · Q14Helps others develop their strengths.3.10
- 8.Developing Others · Q15Encourages continuous learning.3.10
- 9.Developing Others · Q16Supports career growth and development.3.10
- 10.Vision & Strategic Thinking · Q2Helps others understand long-term goals.3.30
Competency deep dive
Vision & Strategic Thinking
3.40Creates and communicates a compelling vision while anticipating future opportunities and challenges. Strategic leaders see further than the next quarter and help others connect today's work to a destination worth pursuing.
High scorers paint a compelling, specific picture of the future and use it as a decision-making lens. They translate strategy into daily priorities, name the trade-offs, and help the team see how today's work compounds into tomorrow's outcomes.
Low scorers tend to be absorbed by present-day execution and rarely lift their gaze to the medium- or long-term horizon. The vision they hold is often implicit, not articulated, leaving the team to guess at priorities and infer direction from short-term tasks rather than from a stated future state.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 1 | Communicates a clear vision for the future. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
| 2 | Helps others understand long-term goals. | 4.00 | 3.50 | 3.50 | 3.00 | 3.00 | 3.30 | -0.70 |
| 3 | Anticipates future opportunities and challenges. | 4.00 | 3.50 | 4.00 | 3.50 | 3.50 | 3.60 | -0.40 |
| 4 | Aligns daily activities with strategic priorities. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
Low scorers should block weekly time for forward-looking thinking, write the vision in plain language, and rehearse it until any team member can repeat it. Use the vision to test every recurring meeting and project: if it doesn't ladder up, kill it or fix it.
- • Draft a one-page vision statement and pressure-test it with three trusted advisors before sharing it widely.
- • Open every team meeting by tying the agenda back to the strategic priorities.
- • Schedule a recurring two-hour 'horizon block' each week with no operational topics allowed.
- • Build a simple priorities-vs-activities audit and ask the team where their hours actually go.
- • Tell stories about the future, not just metrics, vivid scenarios move people more than spreadsheets.
Communication Effectiveness
3.48Communicates clearly, listens actively, and ensures understanding. Strong communicators design the message to the audience, close the loop, and treat misunderstanding as their problem to solve.
High scorers prepare deliberately, listen attentively, and adapt their style to the audience without softening the substance. They treat communication as a system, not an event, and create explicit feedback loops so they hear what their team is actually thinking.
Low scorers tend to communicate on the run, rely on whoever was in the room to relay context, and underestimate how much repetition leaders need to provide. Direct reports often hear about decisions secondhand, and important nuance gets lost between layers.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 5 | Communicates expectations clearly. | 3.50 | 4.00 | 3.50 | 2.50 | 3.00 | 3.30 | +0.20 |
| 6 | Listens attentively to others. | 3.50 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | +0.10 |
| 7 | Shares information in a timely manner. | 3.50 | 4.00 | 4.00 | 2.50 | 3.00 | 3.40 | +0.10 |
| 8 | Adapts communication to different audiences. | 3.50 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | +0.10 |
Pay special attention to the Direct Report dimension: when a leader scores well with peers and supervisors but lower with direct reports, the gap usually traces to expectation clarity and the timing of information. Fix the cadence before changing the content.
- • Move to a weekly written update (5 bullets) so the team never has to guess about priorities or status.
- • End every delegation conversation with: 'Tell me back what you heard and what you'll do first.'
- • Add an explicit listening block, no laptop, no phone, in your weekly 1:1s.
- • Translate strategy into the audience's language: numbers for finance, stories for sales, mechanisms for engineering.
- • Cut your meeting count by 30%; replace status meetings with async updates and free up time for real conversations.
Building Trust
3.65Demonstrates integrity, reliability, and consistency. Trust is the residue of promises kept; it accumulates in small moments and collapses in a single broken commitment.
High scorers are consistent across audiences, follow through on small commitments as scrupulously as on large ones, and own mistakes without spin. People feel safe bringing them problems early.
Low scorers may not perceive themselves as untrustworthy, but the pattern of missed follow-throughs, public-versus-private inconsistency, or reactive course changes erodes credibility over time. The team begins to discount commitments and protect themselves by withholding bad news.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 9 | Acts with honesty and integrity. | 5.00 | 4.00 | 4.00 | 3.50 | 4.00 | 3.90 | -1.10 |
| 10 | Follows through on commitments. | 4.50 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -1.10 |
| 11 | Maintains confidentiality when appropriate. | 4.50 | 4.00 | 3.50 | 3.50 | 3.50 | 3.60 | -0.90 |
| 12 | Builds credibility through consistent actions. | 4.00 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | -0.50 |
Trust gaps almost always trace back to commitment hygiene. Track every commitment you make for two weeks, you will be surprised how many you forgot or quietly renegotiated. Close the loop on each one, publicly when appropriate.
- • Keep a simple commitments log; review it every Friday before you sign off.
- • Say 'no' or 'not yet' instead of a soft 'yes' you cannot actually keep.
- • When you change your mind, name the change explicitly and explain the reason; don't let people discover the reversal on their own.
- • Own mistakes in the same forum where the commitment was made; don't fix them quietly.
- • Audit your behavior across audiences: are you the same leader in front of executives that you are in front of frontline staff?
Developing Others
3.20Invests in the growth and development of team members. The leaders who scale do so by building other leaders, not by becoming better individual contributors.
High scorers actively scout for stretch opportunities, give specific in-the-moment feedback, and build deliberate development plans with each direct report. They measure their success in part by how many of their people get promoted.
Low scorers treat development as an HR program rather than a daily leadership habit. Coaching conversations get scheduled and then bumped; stretch assignments default to whoever is most senior; performance feedback arrives only at the formal review.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 13 | Provides coaching when needed. | 4.00 | 3.00 | 3.00 | 3.50 | 3.00 | 3.10 | -0.90 |
| 14 | Helps others develop their strengths. | 4.00 | 3.50 | 3.00 | 3.00 | 3.00 | 3.10 | -0.90 |
| 15 | Encourages continuous learning. | 4.00 | 3.00 | 3.00 | 3.50 | 3.00 | 3.10 | -0.90 |
| 16 | Supports career growth and development. | 4.00 | 3.50 | 3.00 | 3.00 | 3.00 | 3.10 | -0.90 |
If development scores are low, treat it as a calendar problem first. Block a recurring 30 minutes per direct report per week dedicated solely to their growth, not status or operations, and protect it as if it were a board meeting.
- • Write a one-page development plan with each direct report and revisit it monthly, not annually.
- • Give a specific piece of feedback within 24 hours of the observed behavior, the longer you wait, the lower the signal.
- • Delegate the next stretch task to the person it would grow, not the person who would do it fastest.
- • Ask 'what's getting in your way?' and remove the obstacle yourself when you can.
- • Sponsor publicly: name your people in rooms they are not yet in.
Decision Making
3.30Makes timely, informed, and effective decisions. The cost of a slow decision is usually higher than the cost of a wrong one that is quickly corrected.
High scorers distinguish reversible from irreversible decisions and right-size their analysis. They name the decision-maker, set a deadline, and accept responsibility for the outcome regardless of who provided the input.
Low scorers may over-collect information, defer to consensus, or escalate decisions they should own. They underestimate the cost of indecision: stalled work, blocked teammates, and the slow erosion of authority.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 17 | Makes decisions in a timely manner. | 4.00 | 3.00 | 3.00 | 2.50 | 3.00 | 2.90 | -1.10 |
| 18 | Considers relevant information before deciding. | 4.00 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | -0.50 |
| 19 | Takes responsibility for decisions. | 4.00 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | -0.50 |
| 20 | Balances risk and opportunity effectively. | 4.00 | 3.00 | 3.50 | 2.50 | 3.00 | 3.00 | -1.00 |
Adopt a 'two-way door / one-way door' lens (popularized by Bezos). For two-way-door decisions (reversible), move quickly with 70% of the information. For one-way-door decisions (irreversible), slow down deliberately and seek the dissenting view.
- • For every meeting, name the decision-maker before it starts.
- • Set a 'decide by' date on the calendar the moment a decision surfaces.
- • Use a simple 'disagree and commit' protocol: hear the dissent, decide, then expect alignment in execution.
- • Conduct a 30-day retrospective on any major decision; capture the lessons, not the blame.
- • Watch for analysis as avoidance: when more data won't change the answer, stop collecting and decide.
Accountability & Execution
3.55Drives performance and ensures results are achieved. Accountability is not about consequences after the fact; it is about clarity, commitment, and follow-through baked into how the work is structured.
High scorers set crystal-clear expectations, write the success criteria down, and create a visible cadence of follow-through. They hold themselves to the same standard they hold others, which is what makes the accountability feel fair.
Low scorers often confuse activity with results. They hold people busy but not accountable, allow priorities to slip without consequence, and avoid the candid performance conversation that the team is actually waiting for.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 21 | Holds self accountable for results. | 5.00 | 4.00 | 4.00 | 3.50 | 4.00 | 3.90 | -1.10 |
| 22 | Holds others accountable appropriately. | 4.00 | 3.00 | 3.00 | 3.00 | 3.00 | 3.00 | -1.00 |
| 23 | Establishes clear performance expectations. | 4.50 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -1.10 |
| 24 | Consistently follows through on priorities. | 4.50 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | -1.00 |
Watch the gap on 'Holds others accountable appropriately', it is the most common leadership growth edge. The fix is rarely toughness; it is clarity. Most people who feel under-held also report that expectations were never put in writing.
- • Write success criteria into every assignment: what 'done well' looks like.
- • Adopt a weekly visible review of top priorities, green/yellow/red, no narrative needed.
- • Have the candid conversation early: 'Here is the gap I am seeing, here is what I need to see by Friday.'
- • Celebrate execution publicly and frequently; what gets recognized gets repeated.
- • Audit your own follow-through first; the team will mirror the standard you model.
Collaboration & Teamwork
3.55Promotes teamwork, inclusion, and cooperation. Collaboration is not the absence of conflict; it is the presence of trust strong enough to disagree productively.
High scorers proactively build relationships across the organization, name shared goals, and pull in diverse perspectives before, not after, the decision is made. They are the leader people want to be on a project team with.
Low scorers often optimize for their function or their own outputs and treat cross-team collaboration as friction. The cost shows up in duplicated work, late escalations, and the perception of a 'silo problem' that is actually a leadership problem.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 25 | Encourages collaboration among team members. | 4.00 | 3.50 | 4.00 | 3.50 | 3.50 | 3.60 | -0.40 |
| 26 | Values diverse perspectives. | 4.00 | 3.50 | 4.00 | 3.00 | 3.50 | 3.50 | -0.50 |
| 27 | Builds positive working relationships. | 4.00 | 3.50 | 4.00 | 3.50 | 3.50 | 3.60 | -0.40 |
| 28 | Creates an environment of inclusion and respect. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
Look first at whether you invite dissent. Teams collaborate when they believe disagreement is welcomed and acted on. If your team rarely pushes back, that is your problem, not theirs.
- • Open meetings by asking the quietest person their view first.
- • Co-author goals with peer leaders rather than negotiating boundaries after the fact.
- • Recognize cross-team contributions publicly, especially from people outside your reporting line.
- • Resolve a turf dispute in writing, with both teams in the room, within a week.
- • Build a habit of 'one curious question' in every meeting where you feel a strong opinion forming.
Managing Change
3.30Leads effectively through uncertainty and transition. In change, the leader's job is less to have the answer and more to make it safe to navigate without one.
High scorers over-communicate during transitions, narrate the rationale, name what is changing and what is not, and stay visible through the messy middle. They treat resistance as data, not as defiance.
Low scorers often communicate change as a fait accompli without explaining the 'why', leaving the team to fill in the gaps with anxiety. They underestimate how much repetition and presence change actually requires.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 29 | Adapts effectively to change. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
| 30 | Helps others navigate change. | 4.00 | 3.00 | 3.00 | 3.00 | 3.00 | 3.00 | -1.00 |
| 31 | Maintains effectiveness during uncertainty. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
| 32 | Encourages innovation and improvement. | 4.00 | 3.00 | 3.00 | 3.00 | 3.00 | 3.00 | -1.00 |
Build a simple change communications cadence: weekly update on what is changing, what is not, and what is unknown. Acknowledging uncertainty out loud is what creates calm; pretending it doesn't exist creates the opposite.
- • Name the 'why' before the 'what' in every change announcement.
- • Hold an open Q&A within 48 hours of a major change; take every question, even the uncomfortable ones.
- • Identify the two or three things that are not changing and say them out loud, anchors matter.
- • Coach a single change-ally on the team and let their voice carry the message in your absence.
- • Celebrate small wins along the way; momentum is the antidote to change fatigue.
Emotional Intelligence
3.45Demonstrates self-awareness, empathy, and relationship management. Emotional intelligence is the leadership multiplier; it determines how much of your IQ, expertise, and authority actually lands.
High scorers read the room accurately, regulate their own state, and adjust their approach to the person in front of them. They are unusually skilled at hard conversations because they stay in relationship while still being direct.
Low scorers may be unaware of how their mood and reactions ripple through the team. They can be effective when conditions are calm but become brittle under pressure, defaulting to control, withdrawal, or sharpness.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 33 | Demonstrates empathy toward others. | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | +0.00 |
| 34 | Remains composed under pressure. | 3.50 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | +0.10 |
| 35 | Responds appropriately to feedback. | 3.50 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | +0.10 |
| 36 | Manages conflict constructively. | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | +0.00 |
EI grows through reflection paired with feedback. Add a five-minute daily reflection on what triggered you, what you felt, and what you did with it, then check perception with one trusted colleague each week.
- • Name the emotion before reacting to the situation, 'I notice I'm frustrated' changes the response.
- • Pause 24 hours before responding to feedback you find threatening; the second reading is almost always different.
- • In conflict, restate the other person's view before stating your own.
- • Track your energy: schedule the hardest conversations when you are at your best, not at the end of the day.
- • Build one 'feedback friend' who will tell you the truth, then tell them they're allowed to.
Leadership Influence
3.50Inspires commitment, engagement, and high performance. Influence is what's left when you cannot rely on authority, and it is what causes people to follow you to the next role and the one after that.
High scorers model the standard they expect, connect work to meaning, and project a steady, calibrated confidence. People leave conversations with them feeling clearer, more capable, and more bought in.
Low scorers tend to lead transactionally. They get compliance but not commitment, and the team often performs to the standard required rather than to the standard possible. Energy in meetings tends to follow them, low energy from the leader produces low energy in the room.
| # | Statement | Self | Mgr | Peer | DR | Other | Obs avg | Var |
|---|---|---|---|---|---|---|---|---|
| 37 | Motivates others to perform at their best. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
| 38 | Positively influences team morale. | 4.00 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | -0.50 |
| 39 | Inspires confidence in others. | 4.00 | 3.50 | 3.50 | 3.00 | 3.50 | 3.40 | -0.60 |
| 40 | Leads by example. | 4.00 | 3.50 | 3.50 | 3.50 | 3.50 | 3.50 | -0.50 |
Influence compounds with consistency. Pick one behavior you want the team to adopt and model it visibly for 90 days, no campaigns, no slides, just consistent personal practice. Watch what spreads.
- • Tell people specifically what you appreciate about their work; vague praise has almost no influence.
- • Show your work: narrate the 'why' behind your decisions so others learn to think the same way.
- • Choose one ritual that signals the culture you want (e.g., starting meetings on time, ending them early) and protect it.
- • Be the most present person in the room you want to influence; presence beats persuasion.
- • Sponsor others publicly; nothing builds influence faster than being known as someone who lifts other careers.
Observer comments
- Sets a high bar for integrity and personal accountability; you can take their word to the bank.
- Most consistent growth opportunity is developing the people one layer down, more coaching, more sponsorship, more time on their career, not just their tasks.
- When change is in the air, the team wants more of you, not less. Over-communicate the 'why' and stay visible through the messy middle.
Strengths to leverage
- +Manager feedback highlights strategic clarity and high trust under pressure.
- +Peers report that Jordan makes cross-functional decisions easier to understand.
- +Direct reports appreciate responsiveness and availability during urgent work.
- +The self-score is not inflated overall, which suggests coachability and accurate self-awareness.
Growth edges
- →Turn informal advice into scheduled development conversations.
- →Delegate outcomes, not only tasks, so direct reports experience ownership.
- →Ask raters what support looks like before assuming the current approach is landing.
Coaching questions
- Question 1Which leadership behavior do others consistently affirm that you should lean into?
- Question 2Where are your intentions stronger than the experience your team reports?
- Question 3What would direct reports say changed if you became more intentional about development?
Recommended action plan
- • Review the largest rater gaps without defending or explaining them away.
- • Choose one direct report to ask, ‘What would help you grow faster here?’
- • Schedule monthly growth conversations with each direct report.
- • Delegate one meaningful outcome with decision rights attached.
- • Pulse the team on whether feedback and delegation have improved.
- • Compare the pulse with this baseline and adjust the coaching rhythm.