Executive 360 Assessment

Brekke Consulting’s Executive 360 Assessment was developed by John Brekke in partnership with several elite business schools and further developed by David Brekke. The Executive 360 Assessment is one of the nation’s first 360 assessments. The assessment itself and the assessment process has gone through countless revisions over its 25+ years for maximum relevancy and effectiveness.

The Executive 360 Assessment contains a lean 36 qualities which respondents use to assess their feedback receiver. These 36 qualities are grouped into six categories in the final report:

People Relatedness
Strategic Thinking
Responsibility & Initiative

Few 360 assessments allow respondents to write in comments, and those that do simply print the comments as they were received. This corrupts the data because of fear of reprisal and attempts to brown-nose.

In Brekke Consulting’s feedback process, to ensure that the feedback is anonymous, respondent’s comments are combed by hand for possible personal identifiers (such as catch phrases, misspellings, and creative grammar) and sorted into the relevant categories (sometimes phrase by phrase). This level of dedication to anonymity ensures that the feedback is as free as possible from corrupting influences, maximizing the effectiveness of the results for the individual and the company.


The text we receive:

“Kay is well liked at NHC Southburg and is a good thinker. Sometimes she gets overly involved with the the issues brought to her and loses track of the bigger stuff. I can always go to her for answers but she doesn’t volunteer to help even if she knows I’m having trouble but we always know what we should be doing which is tons better than at my last position. The group in UX doesn’t really work together, we do our own thing which is slow and causes problems. She really engages in the meetings and gives good kudos. She says we should work together and doesn’t do anything to make it happen, on the other hand, with Kevin DOA she single-handedly juggled a disastrous budget this last month which was amazing.”

The resulting feedback from this comment:

People Relatedness – “Kay is well liked.”

Teamwork – “Kay engages in meetings and gives appropriate praise.” “The group in UX doesn’t really work together which is slow and causes problems.”

Communication – “Her team always knows what they should be doing.”

Mentoring/Coaching – “I feel I can always go to her for answers.” “Kay doesn’t volunteer to help even if she knows I am having trouble.”

Strategic Thinking – “Kay is a good thinker.” “Sometimes Kay gets overly involved with the the issues brought to her and overlooks more important things.”

Responsibility & Initiative – “Kay says the group in UX should work together but doesn’t do anything to make it happen.” “Kay juggled a disastrous budget this last month which was amazing.”



People Relatedness –
Your success depends on your ability to connect with your colleagues and those you manage. How intentional are you about connecting and caring for others?

Teamwork –
The centerpiece of the modern organization is the team. A functioning team is more than just a sum of its parts. How well to you nurture and leverage the team?

Communication –
Lack of communication is most frequent concern that has been voiced in these assessments. Proper communication is essential for you to be effective and is intrinsic to every company’s success.

Mentoring/Coaching –
Mentoring is investing in the future. The immediate returns may be small but the long-term results for the company (and for you) are tremendous.

Strategic Thinking –
The company that reacts to changes will always be behind the company that drives them. How well do you see the big picture, anticipate the future, and take charge of change?

Urgency & Accountability –
In upper management discipline and integrity are essential. Acting rightly, with focus, and without supervision is universally difficult. How well to you manage yourself?