An executive's account of performance is useful information, but it is not the whole assessment. Colleagues see different situations, work records show different patterns and commercial outcomes can be influenced by factors outside the leader's control.
A credible starting point draws on sources appropriate to the question.
Define what is being assessed
Choose a specific responsibility or behavior. If the issue is slow decisions, examine when the questions arrived, what information was available and who had authority.
Ask the executive and relevant colleagues to describe the same cases. A 360 review includes other people's observations; it should not be dismissed as the executive's self-report alone.
Compare the accounts
Where evidence conflicts, investigate before averaging it away. One team may experience the leader differently because the mandate or working relationship is different.
A proprietary score can organize discussion if its method and limits are clear. It should not be treated as a direct physiological reading merely because it produces a number.
Agree on the observations to use at the next review. Keep the definitions stable enough for comparison and note other material changes in the business.
The assessment becomes useful when it identifies a constraint that can be addressed and gives both parties an honest way to judge what happened. Precision in the presentation should follow precision in the method.
