Every manager gives feedback differently. Some speak up in the moment, others save it for one-on-ones, and many avoid the hard conversations altogether. This assessment helps HR teams, leadership coaches, and training providers learn how each manager gives feedback today, so development work can focus on the habits that matter.
Managers start with their name, email, job title, and optional organization, then share how long they have managed people and how many direct reports they have. The questions cover timing, preparation for difficult feedback, where they start, tone, level of detail, reactions to emotion or disagreement, follow-up, the purpose of feedback, and who owns growth afterward. Three short workplace scenarios then ask how they would handle missed deadlines, friction caused by a strong performer, and a high performer who seems disengaged.
Scenario questions make the assessment feel practical rather than theoretical, and two optional open questions at the end invite managers to name what they want to improve. Coaches can read the answers to spot patterns, such as a strong preference for directness or a tendency to wait, and use them to shape a workshop or a one-on-one coaching plan.
