Oscar Wilde said, “expect the unexpected,” because it “shows a thoroughly modern intellect.” I’ve found this applies perfectly to 360-degree assessments. After years of helping to organize these programs, I’ve seen people vastly overestimate or underestimate themselves. Some rate their performance sky-high, only to be (roughly) brought back to earth by peers, direct reports, and managers. Others—the unsung heroes—finally get the recognition they’ve long deserved. Sometimes you get the thorns, sometimes the rose.
So after years of observing 360 programs, I’ve come up with a list of the most common leader blind spots.
Blind Spot #1: Thinking that silence means everything is okay.
If nobody’s complaining, don’t pat yourself on the back. Silence doesn’t always mean approval—it might mean your team has stopped caring. People who are afraid of retaliation, or sick of having their ideas dismissed, eventually stop speaking up. A quiet team is a defeated one.
Here’s the bigger red flag: when employees stop offering new ideas altogether. Leaders who ask for feedback but ignore it and just do their own thing are especially irritating. And once your team stops caring, you’ve lost their voices and their commitment.
Blind Spot #2: Overestimating communication skills.
Plenty of leaders think they’re great communicators. Many aren’t. They interrupt, go off on tangents, or deliver messages with all the warmth of a tax audit. Some talk too much, some too little. Some are blunt to the point of cruelty; others wrap simple points in so much fluff no one knows what the heck they mean.
*Emotional intelligence enters the chat*
Communication without empathy feels like an instruction manual: it’s technically correct, but cold. It’s not just what you say that matters, it’s how you say it.
Notice the difference between how these two statements feel:
“I need this done, now.”
“I’m sorry to drop this on you, but it’s urgent. I really appreciate your help getting this done ASAP.”
Both get the point across: an important task needs to be done. But one inspires resentment. The other, cooperation. The problem is that too many managers don’t realize the difference. Speaking a language isn’t the same thing as communicating effectively. Real communication is a skill, and it demands constant practice.
Blind Spot #3: Hiring clones.
Picture this: you’ve got a candidate who’s… okay. Not great. Their technical skills are decent, their social skills don’t wow you. But then—jackpot! You discover they went to your alma mater, were in the same sorority/fraternity, and even had that one goofy professor you loved. Suddenly, you’re no longer evaluating them objectively. You’re basically hiring a younger version of yourself.
Sounds wonderful, but it’s not wonderful.
This is how the wrong people end up in leadership roles—not because they’re truly qualified, but because they look, act, and think like the people in charge. Imagine a brainstorming meeting where everyone thinks the same way and no one challenges the status quo. Say goodbye to innovation.
If you actually want your team (and business) to thrive, you need diversity of thought. Hire people who see the world differently. Hire people who are better than you in areas where you’re weak. Hire people who will look you in the eye and say, “Sorry boss, that idea won’t fly—here’s a better one.” You need a strong team, not a fan club.
Blind Spot #4: Not recognizing that mood impacts others.
Think about the last time you dealt with someone in a bad mood. Maybe they snapped at you, sighed like they were carrying the world on their shoulders, or rolled their eyes so hard you thought they’d get stuck. Even if they didn’t say a word, you probably felt it. Their one-word answers, their lack of eye contact—it was enough to put you in a bad mood.
Leaders often underestimate just how contagious their mood is. You don’t need to blow up at your team for them to know you’re stressed or irritated. All it takes is one sarcastic remark or dismissive look, and there goes morale right down the drain.
Your team is watching you more closely than you realize. If you want them to stay motivated and engaged, you need to manage not just your workload but your energy. Because like it or not, your mood sets the tone for everyone else’s day.
Blind Spot #5: Believing that being busy means being productive.
Your calendar is jam-packed. A 9am meeting, a 1pm meeting, a 3pm meeting. In between, you’re approving projects, interviewing candidates, drafting a report, answering calls, and firing off emails. It looks impressive, but here’s the problem: you’re making tiny dents in a lot of tasks without actually finishing most of them.
Busyness is not the same as productivity. In fact, bouncing from one thing to the next leaves you scattered, unfocused, and eventually burned out. I’ve worked with managers who pile up half-finished projects for months—sometimes years—because they keep chasing the “new big idea” instead of following through. The result is that nothing gets fully done.
Real productivity isn’t about how many things you can cram into a day. It’s about focus, prioritization, and actually bringing work to completion. A full calendar is not something to be proud of.
Blind Spot #6: Confusing leadership with friendship.
It’s one thing to be approachable and kind. It’s another thing to have a little clique of “favorites” you gossip with at lunch. I’ve seen managers who become buddy-buddy with a handful of employees and forget they’re supposed to be leading, not running a high school cafeteria.
The danger here is huge. Cliques create division. They make the rest of the team feel excluded, resentful, or like promotions and perks depend more on who you know than your performance. And if the “jokes” in that inner circle cross the line—which I have come across a lot of times—you’re not just being unprofessional, you’re creating a toxic work environment.
Leaders don’t always realize how obvious this behavior is to everyone else. But trust me, the team notices. They see who gets pulled into side conversations, who gets the inside scoop, who gets away with things others can’t. Call it what it is: favoritism.
If you want to build trust and respect, be friendly with everyone, but don’t play favorites. Leadership is about fairness and setting the tone, not being best friends with your direct reports.
Every leader has blind spots—we all do. The problem comes when you act like you don’t. Listen, learn, and check your reflection in the mirror others are holding up for you.