What gets delivered
Results, goals, decisions, and completed work.
THE OUTCOMEIMPACT LEADERS 360
See your leadership
fully.
A consultant-led leadership feedback experience that connects how you see yourself with how others experience working with you.
Recognize your strengths. Explore your blind spots. Choose how you lead next.
Discuss Your Leadership 360 Explore the experienceFor individuals and organizations. Leadership at every level.
YOURleadership
impact
SELFMANAGERCOLLEAGUESCROSS-FUNCTIONALimpact
PARTNERS
MORE PERSPECTIVES.A FULLER CONVERSATION.
Results tell you what someone delivers.
A 360 expands your view of how they deliver it, how their communication lands, and how their leadership affects the people around them.
01 / A BROADER PERSPECTIVE
There is more to leadership
than the result.
A manager brings an important view. Colleagues and working partners see other moments: how someone listens, handles disagreement, shares knowledge, and follows through.
How it is experienced
Trust, communication, collaboration, and the impact on people along the way.
THE WORKING RELATIONSHIPSWhat to develop next
A thoughtful conversation about strengths, recurring patterns, and specific behaviors to practice.
THE LEADERSHIP CHOICEFeedback reflects people’s perceptions and experiences. It deserves context, curiosity, and a conversation.
LEADERSHIP & BUSINESS PERFORMANCE
Leadership performance
is business performance.
Companies that use feedback are creating opportunities to see how leadership is experienced—and where it can grow. Research on employee engagement connects the experience of work with profitability, productivity, customer loyalty, and retention.
Highly engaged business units compared with less engaged business units:
Higher profitability
Higher sales productivity
Higher customer loyalty
or engagement
Lower employee turnover
In low-turnover organizations
INTENTION & IMPACT
You cannot improve
what you are unwilling to see.
Every leader has intentions. Every leader also has an impact. Those two things are not always the same.
You don’t know what you don’t know. A blind spot can stay invisible when you only have your own view. You may leave a conversation believing your message was clear while someone else leaves uncertain, unheard, or unclear about what comes next.
Feedback opens a window into experiences you may never see on your own. With a willingness to listen, you can discover what to continue, what to adjust, and what to practice next.
You may believe you communicate clearly, build trust, and create space for others to lead. How are those behaviors experienced by the people around you?
Thoughtful feedback and professional interpretation create an opportunity to understand strengths, blind spots, and opportunities for development.
“Leadership is not measured only by what we intend. It is revealed through the impact we have on others.”IMPACT LEADERS
AWARENESS WITH DIRECTION
Understand the impact.
Choose the practice.
A useful 360 gives you something to work with. The value comes from connecting feedback with the way you lead every day.
- Recognize what is working.Notice strengths and contributions that may be easy to overlook.
- Explore intention and impact.Consider where the experience of others differs from what you intended.
- Look for meaningful patterns.Explore recurring themes while keeping different perspectives distinct.
- Turn insight into a commitment.Choose observable behaviors that strengthen communication and collaboration.
WHY IMPACT LEADERS 360 IS DIFFERENT
A Broader Perspective.
A Different 360 Experience.
Your leadership deserves more than a single lens. Katia and Steve bring different backgrounds to the questions we ask, the patterns we explore, and the development conversations that follow.
Our assessment connects leadership behavior with the realities of work, and our combined perspectives support a practical plan for committed action.
02 / TWO PERSPECTIVES. ONE LEADERSHIP CONVERSATION.
The way people lead.
The realities they lead in.
Katia Ravé and Steve Hunt bring complementary perspectives to the same conversation. Together, we connect leadership behavior with the context of the work—so feedback can lead to practical choices.
LEADERSHIP & HUMAN CONNECTION
Katia Ravé
Katia brings a strong background in leadership training and coaching, with a focus on communication, integrity, commitment, and connection. Her mastery is in turning awareness into committed action—and supporting leaders in creating results through the way they lead.
INDUSTRY & WORKING CONTEXT
Steve Hunt
Steve brings a strong background in security, cybersecurity, AI, and consulting, alongside mastery in enrollment, sales, and communication. He connects the realities of the work with the ability to build understanding, gain commitment, and move decisions forward.
What that means for you
Relevant questions. Broader interpretation. Consulting that offers observations and practical options, alongside coaching that supports reflection and choice—with a clear plan for committed action, specific leadership practices, and a way to notice progress.
03 / LEADERSHIP AT EVERY LEVEL
You do not need a title
to have an impact.
Leadership shows up in influence, communication, collaboration, and follow-through. The experience is shaped around the person’s role and working relationships.
Contributors & emerging leaders
Explore how you share knowledge, build trust, contribute, and influence the people around you.
Managers & team leaders
Consider communication, commitments, delegation, and the way you support others’ development.
Executives & CISOs
Expand your view of leadership across reporting lines, competing priorities, and organizational boundaries.
Organizations developing people together
Create a coordinated development experience while respecting individual feedback and agreed access.
Depth in security, IT, cybersecurity, and AI. Relevance across banking, professional services, businesses, and institutions.
WHAT HAPPENS AFTER FEEDBACK
Feedback alone doesn’t
change leadership.
What happens next does.
24
LONGITUDINAL STUDIES
Improvements in leadership feedback ratings were generally small.
Receiving feedback is a starting point. What you choose to do with it matters.
The research review points toward a practical path: recognize the need for change, stay open to feedback, choose meaningful goals, and take action. Those steps create a stronger foundation for development.
Impact Leaders 360 is a consultant-led experience designed to connect meaningful feedback with reflection, coaching, and observable changes in leadership behavior.
“Awareness creates possibility. Commitment and action create change.”IMPACT LEADERS
04 / FROM PERSPECTIVE TO PRACTICE
Feedback is the beginning.
Development and growth
are the purpose.
The assessment and report provide the mechanics. Reflection, practice, and follow-through turn feedback into development. We start with your goals and agree on an engagement that fits. The number of sessions, timing, and follow-up are defined in your scope.
Align on the purpose
Agree on goals, participants, relevant feedback relationships, confidentiality, and access before collection begins.
Gather the perspectives
Bring together self-assessment and feedback about observable leadership behaviors from people who know the work.
Review the leadership report
An authorized coach reviews the report before release. Look at strengths, different perspectives, and development opportunities.
Make sense of the findings
Discuss context, patterns, and practical options with an Impact Leaders consultant. Interpretations remain open to exploration.
Choose the leadership practice
Turn reflection into specific commitments, progress measures, and accountability in a practical leadership plan.
Follow through with intention
Practice, reflect, and revisit progress through the follow-up included in your purchased engagement.
RETHINKING THE LEADERSHIP CONVERSATION
Successful organizations
don’t leave leadership
development to chance.
In 2014, Adobe reported saving approximately 80,000 management hours in its annual review process after replacing traditional reviews with ongoing Check-in conversations. Adobe also reported that voluntary attrition continued to decline.
Its experience illustrates the potential organizational value of rethinking performance conversations. Adobe described ongoing training, resources, and reinforcement as part of the change.
Adobe is an independent example, not an Impact Leaders 360 client or endorsement. Its account does not establish that feedback alone caused these outcomes.
DEVELOPMENT CONVERSATION
Clear, honest feedback.
Human interpretation.
Practical next steps.
Discuss an engagement built around a role-appropriate assessment, an individual leadership report, a consultant-led debrief, and a focused leadership plan.
Deliverables and follow-up are confirmed in the engagement scope before you begin.
A LEADERSHIP PLAN IN PRACTICE
A practical example · Communication and listening
From “I said it”
to “How did my
communication land?”
Speaking is one part of communication. Listening to how the message was received is another.
- Behavior to practice
- After sharing a decision, ask, “What did you hear, and what concerns do you see?” Listen without interrupting, then reflect back what you heard.
- Where to practice
- Team meetings and cross-functional planning conversations.
- How to notice progress
- Confirm a shared understanding of the decision and next steps. Revisit what was understood at the next conversation and notice where clarification was needed.
BEYOND THE ASSESSMENT
Toward measurable
leadership development.
Our work continues beyond delivering a report. We connect three elements so participants can choose a behavior, practice it, and evaluate their progress.
Insight
Structured feedback reveals how leadership behaviors are experienced by others.
Interpretation
Experienced consultants bring context, perspective, and practical recommendations to the findings.
Transformation through action
Purposeful coaching supports commitments, new behaviors, and reflection on progress.
Trust. Communication. Accountability. Collaboration. Developing others. Effective execution.
Progress is grounded in agreed behaviors and evidence from the work. Sessions and follow-up are defined in the engagement scope; financial returns are not guaranteed.
A THOUGHTFUL USE OF TIME
Purposeful.
From the first question.
Questions focus on behaviors people can observe. Respondents can indicate when they have not had enough opportunity to observe a behavior.
The assessment, debrief, and follow-up are separate parts of the experience. We agree on the schedule and time commitment with you before launch.
We are not publishing a completion-time estimate until it has been measured.
CONFIDENTIALITY & TRUST
Clear agreements.
Shared understanding.
Before feedback is collected, participants and respondents are told who can access responses, comments, and reports. Sponsor access is agreed in advance.
Our framework requires at least three completed responses for confidential group results, and a higher threshold can be agreed. Small groups are suppressed when confidentiality cannot be protected.
Complete anonymity cannot be promised. A manager’s feedback or details in a comment may be recognizable. Comments require review before release.
Individual reports remain private under agreed permissions. Team summaries must protect individual feedback.
05 / GOOD QUESTIONS
Before you
begin.
A clear understanding of the process is part of a thoughtful engagement.
Is this only for executives?
No. Leadership includes influence, communication, collaboration, and follow-through at every level. Individual contributors, emerging leaders, managers, executives, and CISOs can participate.
Can individual contributors participate?
Yes. Questions are adapted to the role. For contributors, the focus includes influence, contribution, collaboration, and knowledge-sharing rather than responsibilities they do not hold.
Is it only for cybersecurity companies?
No. Our security and technology experience adds depth, while the leadership focus is relevant across industries, including banking, professional services, businesses, and institutions.
How is this different from a performance review?
A performance review often focuses on goals and a manager’s perspective. A 360 adds self-assessment and perspectives from relevant working relationships. This is an original developmental assessment, not a validated employment-selection instrument. It does not determine someone’s worth or automatically decide promotions, compensation, discipline, or termination.
Who provides feedback?
The feedback group is agreed at the start. It may include a manager, peers, direct reports where applicable, and cross-functional partners. External stakeholders are included only by agreement.
Who can see the results?
Access to responses, comments, individual reports, and sponsor information is agreed before collection. Sponsoring an engagement does not automatically grant access to individual reports or raw feedback. We explain the limits of confidentiality, including identifiable manager feedback.
What happens after the report?
The report prepares the participant for a consultant-led discussion and specific leadership commitments. Debrief sessions, the leadership plan, and any follow-up are defined in the purchased engagement.
Can we use it across a team?
Yes, a coordinated program can support several people. Individual feedback remains subject to agreed permissions. Any group themes must protect confidentiality; an average of individual scores is not a validated measure of team effectiveness.
How much time does it require?
We agree on the schedule with you. Assessment completion, the debrief, and follow-up each require time. We do not yet have a measured completion-time estimate to publish.
How do we discuss scope and pricing?
Start with a conversation about your goals, participant numbers, roles, timing, and desired follow-up. We then define the engagement and pricing with you. No package prices are published on this page.
YOUR NEXT LEADERSHIP CONVERSATION
What could change if your leaders
could see their full impact?
Imagine leaders who understand what they do and how their actions influence the people, teams, and outcomes around them. That awareness can be the starting point for stronger decisions, greater accountability, more productive relationships, and intentional development.
Book a 30-minute conversation with Steve Hunt.
Please share inquiry details only—not employee feedback or reports.