Critical upward feedback
Self and Others
Impression Assessment
This assessment evaluates how likely people are to “tell the emperor they’ve got no clothes” — based on four constructs that shape whether critical upward feedback is shared, heard, and used.
Critical upward feedback is the dissenting, important, or negative feedback that challenges the dynamics and direction of power by being delivered upwards to leaders. How you respond makes all the difference and acts as a predictor of whether you will hear vital information.
- Constructs
- 4
- Statements
- 17
- Scale
- 1–5
- Min. raters
- 3+
Confidentiality
- Others-impression results are only shown once at least 3 colleagues have responded. Below that threshold no colleague scores are released.
- Colleague responses are reported only as an aggregate. No individual rating is shown to the focal person or their manager.
- Results are for development purposes and are not used for performance or pay decisions.
- This is a prototype: no responses are stored or transmitted.
The response scale
Each statement is rated on a five-point frequency scale. Answer for behaviour observed over the past six months.
- 1
- Rarely
- 2
- Occasionally
- 3
- Sometimes
- 4
- Frequently
- 5
- Consistently
What is measured
Four to five statements per construct in each perspective — 17 self items and 17 colleague items.
Invitation
Actively drawing others into dialogue, decisions and shared work.
Permission
Creating conditions where people feel safe to speak candidly.
Curiosity
Seeking to understand perspectives before forming conclusions.
Response
Acting on what is heard in visible, timely and proportionate ways.