Multi-rater assessments have become ubiquitous in the corporate world. In fact, some companies (and individuals) feel “burnout” from doing so many various surveys. We believe in the careful and selective use of multi-rater assessments. Paul has helped clients get the most value from their multi-rater assessments through three key steps: Planning, Design, and Follow-up. We believe that well-crafted, custom surveys are much more powerful than off-the-shelf versions many consulting firms tout. We’ve worked to help clients create assessments from their current leadership competency frameworks or in conjunction with other development objectives.

We believe the primary purpose of multi-rater feedback should be in helping people assess their development priorities for future growth. Unfortunately, assessments are sometimes used as a crutch for avoiding a direct conversation about performance. Multi-rater assessments should never substitute for what individuals cannot or will not tell each other.



  • Understanding as to how the assessment process will be used
  • High commitment and ownership for the assessment content and process
  • Preparation of the participant(s) and raters in the process


  • Survey items that are based on the organization’s desired set of behaviors
  • Survey items that are specific and can be observed (or measured) by others
  • Rating scale(s) that are appropriate for the feedback purpose
  • A balanced approach of qualitative and quantitative assessment items


  • Interpreting and understanding the feedback through coaching
  • Prioritizing the feedback messages
  • Responding to the feedback
  • Taking action and accountability for results



Our approaching usually involves a combination of in-person meetings, phone coaching, assessments and interaction with sponsors and other resources as needed.