Thank you for taking the time to complete this 360 review. Your responses will be kept confidential, and we will aggregate all feedback to provide a summary that protects individual anonymity.

Your Role *

Which of the following best describes your role?

Board Member Senior Management Team (SMT) Leadership Team

1. Overall Effectiveness in Managing Day-to-Day Functions *

Please rate the Executive Director in each area below.

	1	2	3	4	N/A
Management Style	Executive director has strengths, but weaknesses are well known internally and externally, which negatively affects the organization.	Executive director has clear strengths but also a few key weaknesses that hamper internal effectiveness and may affect the organization's external reputation.	Largely effective executive director who seeks input before decision-making. A few key shortcomings require improvement, but director is largely respected internally and externally.	Highly effective executive director who demonstrates clear, fair, participatory, and transparent decision-making that allows the organization to thrive; recognizes and makes regular efforts to improve on areas of weakness.	Not applicable to my role or not observed.
Financial Judgment	Executive director has little experience with financial planning and oversight and/or has poor financial judgment.	Executive director has some financial oversight but does little planning. Attention is largely devoted to immediate issues.	Executive director has sound financial judgment and oversight, with some focus on planning.	Executive director has exceptional financial judgment, ability to allocate resources soundly and a good understanding of medium- and long-term needs.	Not applicable to my role or not observed.
Interpersonal Skills	Executive director's communication and management style is seen as ineffective. Little to no mentoring is offered.	Executive director's communication and management style could be improved. Occasional but insufficient mentoring of staff is offered.	Executive director's communications and management skills are mostly appreciated by staff. Mentoring occurs when time allows.	Executive director has strong people and communication skills and manages constructively. Staff mentoring and development is prioritized.	Not applicable to my role or not observed.
Second-tier Leadership	No second-tier leadership and very little is delegated by the executive director. No hiring, retention, motivation, cultivation or recognition of talent.	Little effective second-tier leadership and/or insufficient talent development and delegation of tasks by the executive director.	Delegation and talent retention and cultivation by the executive director generally occurs. Second-tier leadership is mostly effective in its management.	Executive director actively hires, retains, motivates, cultivates and recognizes talent. They appropriately delegate work and support staff. Strong, highly effective second-tier leadership is in place.	Not applicable to my role or not observed.
External Reputation	Executive leadership is unknown or not well respected among key audiences.	Executive leadership is not well known. It has some strong allies but is not fully respected among key audiences.	Executive leadership is respected and well known among key audiences.	Executive leadership is highly respected among key audiences and seen as a thought leader in the field.	Not applicable to my role or not observed.
Succession Planning	Organization is completely dependent on the present executive director and could not function without that leader; succession is not a priority.	Organization is highly dependent on the present executive director, succession is discussed but not given attention, and the future would be uncertain without that leader.	If the executive director left, the organization would have challenges, but it likely would sustain itself. Succession is considered, but not adequately planned for or implemented.	Organization proactively fosters leadership renewal and has a succession plan, with a smooth transition to a new leader to be expected.	Not applicable to my role or not observed.
Organizational Health and Stewardship	Executive director does not ensure the organization is financially or operationally sound. Risks are ignored or unnoticed.	Executive director keeps the organization afloat but operations are reactive and risk management is inconsistent.	Organization is generally healthy financially and operationally, with most risks identified and addressed.	Organization is financially sound, operations are effective, and risks are proactively identified, communicated, and mitigated.	Not applicable to my role or not observed.

2. Detailed Assessment of Behaviors

2.1 Inspires a Shared Vision *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Provides direction around a vision.
Translates a vision into actionable plans.
Creates enthusiasm about the future of CLUA.
Represents CLUA as a credible, influential voice in the field.
Shows others how their long-term interests can be realized by enlisting in a common vision.
Secures the financial resources and strategic partnerships CLUA needs to advance its work.

2.2 Delivers Results *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Makes appropriate decisions.
Acts after making a decision.
Takes risks.
Encourages others to take risks.
Supports the decisions of others.
Creates clarity about who owns which decisions and follows through.

2.3 Leads Change Effectively *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Clearly explains what is changing and why.
Helps the team understand and adjust to new priorities.
Manages change in ways that build morale and focus.

2.4 Values People *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Shows respect for others and their ideas.
Encourages others' involvement in making things better.
Appreciates differences between people in thought and style.

2.5 Advances Social Justice and Equity *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Centers social justice and equity in organizational decisions.
Recognizes and addresses how power and inequity affect CLUA's work and culture.
Creates conditions where staff and partners feel genuine belonging.
Models cultural awareness in ways that strengthen the organization's effectiveness.

2.6 Develops Self and Others *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Allows for flexibility in how work is accomplished.
Considers others' needs when making decisions.
Acknowledges mistakes and learns from them.
Delegates meaningful authority and trusts others to advance decisions.
Invests in team members' professional growth and development.

2.7 Communicates with Candor *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Sets clear performance expectations in advance.
Provides timely and direct feedback.
Communicates candidly while keeping conversations focused on issues, not individuals.
Listens to what others have to say.
Shares opinions even when they are unpopular.
Makes others feel safe in honestly expressing themselves.

2.8 Models Integrity, Presence, and Collaboration *

	1 = Never	2 = Seldom	3 = Sometimes	4 = Often	5 = Always	N/A
Is a visible and positive presence.
Is highly ethical and professional.
Is an effective team member.
Helps others become effective team members and encourages collaboration.

3. Overall Feedback

3.1 On a scale of 1–5, how would you rate the Executive Director? *

1Significantly below expectations 2Below expectations 3Meets expectations 4Exceeds expectations 5Far exceeds expectations

3.2 What does the Executive Director do well? What strengths would you like to highlight? * 3.3 Where are the Executive Director's main opportunities to grow? * 3.4 Is there anything else you'd like to share? What else would be helpful for the Executive Director to know?

Thank you for taking the time to complete this review.