Avanti Leadership Behaviours 360
Find your leadership's true north, with the people around you.
The Compass
Eight points and one steady needle: a compass for finding your true north as a public service leader.
- All others: the average of every rater
- Self: the sample leader's own ratings
- Rings at 5 and 7.5 mark where growing edge, established and signature strength begin
Drawn with made-up sample data.
The figures in this picture
| Compass point | Self | All others | All others: band |
|---|---|---|---|
| Strategic and Systems Thinking (N) | 8.5 | 7.0 | Established |
| Change Leadership (NE) | 4.4 | 5.0 | Established |
| Community, Co-production and Lived Experience (E) | 5.3 | 7.46 | Established |
| Communication and Influence (SE) | 4.3 | 4.5 | Growing edge |
| Values and Integrity (S) | 3.5 | 4.3 | Growing edge |
| One Team Leadership (SW) | 5.4 | 5.9 | Established |
| Accountability and Governance (W) | 4.3 | 4.5 | Growing edge |
| Political and Stakeholder Awareness (NW) | 4.1 | 4.7 | Growing edge |
What It Explores
A 360 feedback compass that shows how you lead across eight points, from direction to grounding and from reaching out to holding together, as seen by you and by colleagues, partners and communities.
Public service leaders are asked to do more than run good organisations. They hold their values under pressure, work across boundaries that were never designed to join up, lead through constant change and share power with the communities they serve. Doing that well needs a clear sense of direction and a steady footing. Yet leaders rarely get a clear, honest reading of how their leadership is actually experienced by others.
The Avanti Leadership Behaviours 360 offers that reading, in the form of a compass. Eight leadership competences sit at its eight points, arranged on two axes: Direction and Grounding, and Reaching out and Holding together. Each competence is made up of eight specific behaviours. You rate yourself, and colleagues, partners and community representatives rate you, against the same 64 statements on a scale of 1 to 10. At the centre sits the needle, an Emotional Intelligence score built from five factors, which lets the whole compass read true. The difference between your own reading and others' combined view, your declination, is often where the most useful conversations begin.
Why It Matters
- Leaders rarely get honest, structured feedback on how their behaviour is experienced, especially at senior level.
- Public service change depends on trust across boundaries, and that trust is built or lost through everyday leadership behaviour.
- Commitments to co-production and lived experience often stall because leaders cannot see how their own behaviour supports or undermines them.
- Generic leadership tools miss the realities of public service: politics, governance, partnership and public value.
What You Receive
- A 64-statement 360 questionnaire, completed online by you and your chosen raters.
- An individual feedback report of 14 to 20 pages, covering eight competences and an Emotional Intelligence score.
- The option to include partners and community representatives as raters.
Talk to us about a feedback session for Avanti Leadership Behaviours 360
What People Take Away
- 1Name the eight competences that underpin effective public service leadership.
- 2Recognise your strongest leadership behaviours and how others experience them.
- 3Identify gaps between how you see yourself and how others see you.
- 4Explain how your behaviour affects trust across political, board, professional and organisational boundaries.
- 5Assess how far your leadership puts community voice and lived experience at the centre.
- 6Reflect on your emotional intelligence in the moments that matter most.
- 7Choose two or three development priorities with clear, practical actions.
- 8Apply what you have learned in a personal development plan you own.
Who It Is For
- Chief executives and senior executive teams
- Elected members, chairs, trustees and non-executive directors
- Directors and heads of service across public service organisations
- Leaders of voluntary and community sector organisations
- Partnership and system leaders working across organisations
- Participants in leadership development programmes
When to Use It
New leadership roles
Within the first year of a senior appointment, to understand how your leadership is landing and to set development priorities early.
Leadership development programmes
At the start and end of a programme, to focus learning on real behaviour and to see what has changed.
Periods of significant change
When an organisation is redesigning services, entering new partnerships or changing how it works, and leaders need to understand how their behaviour supports or hinders that change.
Strengthening political, board and executive relationships
When elected members, trustees or non-executives and senior officers want to build trust and clarity about how they lead together.
Committing to co-production
When an organisation wants to put community voice and lived experience at the centre, and leaders want honest feedback on how far their own behaviour reflects that commitment.
Our Approach in This Instrument
The compass describes and never diagnoses: every point is a strength someone brings, different readings are contributions, and public service values, community and lived experience sit at its heart. It is a starting point for growth, helping individuals and teams reach their full potential.
Proper Use
This is a development instrument. It is not a clinical assessment and it is not designed or validated for selection, recruitment, promotion or performance management decisions. Scores describe perceptions at a point in time and are a starting point for conversation, not a verdict.
Avanti Leadership Behaviours 360
£195 per leader
Managed by Avanti: we'll be in touch within two working days to set up your questionnaire and invitations.
Talk to us → about Avanti Leadership Behaviours 360
Avanti Profiles are development instruments. They are never used for selection, recruitment, promotion, pay or performance management.