As the new year begins, many leaders take a moment to reflect on their growth and plan for the future. One powerful way to approach this is by pairing 360-degree feedback with the Stop-Start-Continue framework. In a 360 review, leaders gather input from peers, direct reports, and supervisors to gain a well-rounded perspective on their performance. This multi-dimensional feedback highlights both strengths and blind spots that might not be visible otherwise. With those insights in hand, leaders can pinpoint behaviors to stop, new practices to start, and successful habits to continue as they grow.
The Stop-Start-Continue model is all about taking action. Instead of vague resolutions, it asks the essential questions: What do I need to stop doing, start doing, or continue doing to become more effective? This turns feedback into real, actionable steps. As Engagedly puts it, the Start-Stop-Continue (or Start-Stop-Keep-Doing) framework helps teams identify exactly what they need to start, stop, and keep doing to reach their goals. It’s commonly used in agile retrospectives and performance reviews because it’s clear, actionable, and drives immediate improvement. As Peoplebeam highlights, while 360-degree feedback offers a broad view, the Stop-Start-Continue approach makes it easier to translate that feedback into real, impactful actions right away.
What Is 360-Degree Feedback?
Before diving into the Stop/Start/Continue plan, it helps to understand the nature of 360-degree feedback. At its core, 360 feedback is a developmental assessment tool. As Nicole Nadeau, President of Launch 360 highlights, it’s becoming a go-to tool for organizations looking to develop leaders because it offers a “comprehensive and balanced view of a leader’s performance,” going beyond the perspective of just one manager. Instead of relying only on a boss’s evaluation, a 360 feedback survey gathers input from multiple sources – peers, direct reports, customers, and superiors – to paint a complete picture of behaviors and skills. This multi-rater approach leverages the Johari Window concept: it surfaces “blind spots” (strengths or weaknesses others see but the leader may not). It aligns a leader’s self-perception with others’ perceptions.
The feedback typically includes both rating scales and open comments. While numeric scores can help benchmark areas like communication or decision-making, the real value often lies in the qualitative comments. For example, respondents might anonymously note that a leader “cuts people off in meetings” or “gives clear direction”. These comments become the raw material for Stop/Start/Continue decisions. One 360 practitioner suggests asking specific open-ended questions such as: “Can you provide specific examples of behaviors they should stop doing, start doing, or continue doing to enhance their effectiveness?” . In short, 360 feedback illuminates what’s working and what isn’t across the leadership spectrum, providing the “raw data” a leader needs to plan changes.
However, as research shows, simply collecting 360 feedback is not enough. DecisionWise (a 360 degree consulting firm) found that follow-up is key: only 34% of participants who did not set goals or get coaching from their 360 felt it was effective, whereas 94% of those who did set goals and received regular coaching said it helped them. In other words, feedback only drives change if leaders are guided to turn it into action. This is why integrating the Stop-Start-Continue exercise immediately after a 360 review is so powerful: it forces the leader to convert feedback into a plan.
How 360 Feedback Informs Stop, Start, and Continue Decisions
A well-designed 360 assessment provides both quantitative ratings and qualitative feedback. While scores highlight patterns, it’s often the written comments that offer the richest insight.
Here’s how leaders can translate 360 feedback into Stop–Start–Continue action:
1. Identify Repeating Themes
Start by looking for patterns across feedback sources.
- Are multiple people mentioning interruptions in meetings?
- Is there consistent praise for clarity and structure?
- Do several comments point to delayed decision-making or a lack of follow-up?
Repeated feedback signals importance. These themes become prime candidates for Stop, Start, or Continue.
2. Separate Behaviours from Personality
Effective leadership development focuses on observable behaviours, not fixed traits.
Instead of:
- “You’re too controlling.”
Translate into:
- “Stop stepping in to solve problems before the team has a chance to try.”
3. Categorise Feedback into Stop, Start, Continue
Once themes are clear, map them deliberately:
- Stop: Behaviours that reduce trust, slow execution, or demotivate others
- Start: Behaviours that address gaps, improve collaboration, or unlock performance.e
- Continue: Strengths that amplify leadership impact and should not be lost.t
This step turns complex feedback into a structured, usable plan.
What Leaders Should STOP Doing in the New Year
Many leadership challenges stem not from what leaders fail to do—but from what they continue doing out of habit.
Common “Stop” behaviours revealed through 360 feedback include:
1. Stop Micromanaging
When leaders closely control tasks, it signals a lack of trust and limits team growth. Feedback often reveals frustration when autonomy is missing.
Stopping micromanagement doesn’t mean disengaging—it means setting clear expectations and letting others own execution.
2. Stop Dominating Conversations
Leaders may unintentionally talk more than they listen. Interrupting, finishing others’ sentences, or steering discussions too quickly shuts down diverse perspectives.
Stopping this behaviour creates space for innovation and psychological safety.
3. Stop Avoiding Difficult Conversations
Many leaders delay feedback or conflict, hoping issues resolve themselves. Teams often experience this as confusion or a lack of direction.
Stopping avoidance means addressing issues early, respectfully, and clearly.
4. Stop Overloading the Team
360 feedback frequently highlights unrealistic timelines, last-minute changes, or unclear priorities. Leaders need to stop rewarding busyness over focus.
Stopping this behaviour improves execution and reduces burnout.
What Leaders Should START Doing in the New Year
“Start” behaviors represent growth opportunities, actions that can significantly elevate leadership effectiveness.
1. Start Giving Consistent, Specific Feedback
Teams want feedback not just during reviews, but in real time. Leaders should start recognising wins, course-correcting early, and being transparent about expectations.
This builds trust and accelerates performance.
2. Start Listening with Intent
Listening is more than waiting to respond. Leaders can start asking open-ended questions, inviting quieter voices, and summarising what they hear.
This simple shift often appears as a major improvement in 360-degree follow-up assessments
3. Start Delegating Decision Authority
Empowered teams move faster and feel more accountable. Leaders should start clarifying which decisions others can own—without approval loops.
Delegation builds leadership capacity beyond the leader.
4. Start Aligning Work to Purpose
Teams perform better when they understand why their work matters. Leaders can start connecting daily tasks to broader organisational goals.
This increases engagement and meaning.
What Leaders Should Continue Doing
Not all feedback is about change. Many leaders underestimate the importance of protecting what already works.
Common “Continue” strengths include:
- Clear communication
- Calmness under pressure
- Strong relationship-building
- Consistent follow-through
- Fair and ethical decision-making
The danger? In the rush to improve weaknesses, leaders sometimes neglect their strengths.
360 feedback ensures these strengths are recognised, reinforced, and intentionally sustained.
Integrating 360 Feedback and Stop-Start-Continue
The real magic happens when you feed 360-degree feedback into the SSC exercise. Here’s how to do it:
1. Collect and Communicate Feedback.
First, run the 360 review (for example, using a tool like Launch 360’s assessment platform). Make sure respondents know the process is for development, not punishment. It helps to emphasise that the goal is growth: “This isn’t a gotcha exercise,” one expert advises, “it’s about honing strengths and working on growth areas”. Ensuring trust and clarity up front leads to honest, constructive comments. Anonymous surveys or third-party facilitation can help respondents feel safe, provided leaders demonstrate they will act on the feedback.
2. Analyse Themes.
Once feedback comes in, review the comments carefully. Look for patterns – repeated suggestions or concerns. If three colleagues mention “You often jump to conclusions”, that likely goes under Stop. If multiple people praise “Your clear communication in meetings”, that is a Continue item. For each theme, decide if it fits Stop, Start, or Continue. Peoplebeam suggests aligning SSC with one-on-one check-ins or feedback sessions: e.g., questions like “What should I stop doing?” or “What new skills should I start learning?” In practice, a leader might tag comments from the 360 as S, S, or C as she reads them.
3. Create the Stop/Start/Continue Lists.
Using those themes, explicitly list what to Stop, Start, and Continue. Examples from honest feedback exercises can guide you. One team leader was told to “stop requesting so many meetings” (which freed up focus time), to “start chiming in earlier in the process with feedback”, and to “continue being organised” – which her team valued. Another manager learned to “start socialising more with the team”, “stop cutting off colleagues in meetings”, and “continue helping across tasks” as his peers commended his helpfulness.
- Stop Doing: Identify behaviours that hinder performance or morale. For instance, if the 360 repeatedly mentions “You micromanage” or “You skip feedback,” those go here. The Niagara Institute highlights “stop micromanagement” as one of its examples. You might also stop working in silos or procrastinating on decisions.
- Start Doing: Pinpoint new behaviors suggested by others. If the survey says “I don’t feel heard in meetings,” a leader might start asking for opinions from quiet team members. If feedback notes a skill gap, start a development plan or training. In the earlier examples, this included “start giving positive feedback regularly” or “start delegating more”.
- Continue Doing: Affirm and maintain current strengths. Often, peers will praise something – these are your keep-doing items. For example, several people might say “You make the team feel welcome” or “You handle crises calmly” – these should be continued. One leader was told to “continue making everyone feel welcome”, and another to “continue celebrating team achievements” to boost morale. Continue what’s already working
4.It helps to be specific.
Rather than “stop being harsh,” specify the action: “Stop answering emails after midnight” or “Stop scheduling meetings without agendas.” Each item should be a clear behavior.
5. Translate into Goals and Actions.
Now turn those lists into an actionable plan. Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) for each item. For example, if “stop interrupting others” is on your list, a SMART goal could be: “By the end of Q1, I will reduce meeting interruptions by pausing and waiting 3 seconds after a colleague finishes speaking.” If “start giving feedback” is listed, a goal might be: “Starting next week, I will schedule 15-minute one-on-ones with each team member every month.” Engagedly advises building action plans around the SSC feedback and using SMART goals to track progress.
Remember DecisionWise’s finding: feedback triggers change only when tied to goals and coaching. So for each Stop/Start action, assign an accountability check. You might share this plan with a coach, manager, or mentor who can follow up. For instance, if “continue celebrating team wins” is on the list, schedule monthly recognition announcements or reward meetings in your calendar. If “start delegating project tasks” is the goal, commit to assigning a certain percentage of tasks by a target date
6. Review and Adjust.
Leadership development isn’t a one-off event. After implementing your Stop/Start/Continue actions, schedule periodic reviews. Some organisations repeat 360 surveys annually, but even without a further study, leaders can track progress more frequently. For example, set 30-day or 60-day check-ins (as DecisionWise suggests in its 360 process) to see how well you’re sticking to your plan. Reflect: Is the Stop list shrinking? Are new positive behaviours from the Start list becoming habits? Are continuing items still strong? Ask trusted colleagues for informal feedback or run quick pulse surveys. Adjust your plan as needed. Continuous improvement is the goal: the SSC framework thrives on this cycle of feedback → action → review.
Not all feedback is about change. Many leaders underestimate the importance of protecting what already works.
Common “Continue” strengths include:
Clear communication
Calmness under pressure
Strong relationship-building
Consistent follow-through
Fair and ethical decision-making
The danger? In the rush to improve weaknesses, leaders sometimes neglect their strengths.
360 feedback ensures these strengths are recognised, reinforced, and intentionally sustained.
Tips for HR Leaders, Coaches, and Managers
- Set the stage for trust: Whether you’re an HR leader rolling out a company-wide 360 or a manager conducting a team SSC session, emphasise psychological safety. Train participants to give and receive feedback constructively. As one 360 guide advises, ensure everyone knows this is not a “gotcha” exercise—frame feedback as a gift that helps the leader get better.
- Use targeted questions: In your 360 survey or interview, explicitly ask “What should [leader] stop/start/continue?” Having those prompts encourages actionable responses. Similarly, in team meetings, you might break out into groups to brainstorm each category.
- Engage leadership support: Program success hinges on buy-in. Decision Wise notes that when senior leaders champion the 360 process, it significantly increases participant buy-in and effectiveness. If top leaders demonstrate that they are also stopping/starting/continuing based on feedback, it sets a powerful example.
- Focus on follow-through: After collecting SSC actions, hold the leader accountable. Coaches or managers should help turn items into SMART goals. Schedule periodic follow-up meetings (30/60/90 days, or quarterly) to review progress. Involve peers if appropriate – for example, have a mentor check in on specific behaviours.
- Leverage tools: If using a platform like Launch 360, take advantage of its report features. Some systems allow you to tag comments or aggregate themes. At a minimum, use the reports to cross-check your lists.
- Customize for roles: Each leadership role might have different priorities. For example, HR or executive roles might focus on culture and strategy, while team leads emphasize operational efficiency or coaching skills. Tailor your SSC plan to what matters most for the role. Peoplebeam suggests customizing SSC questions for each function (e.g., mentors, tech teams, sales) to get relevant insights.
Ultimately, the goal is problem-solving and growth. The Stop/Start/Continue process surfaces issues (stop doing X) and opportunities (start doing Y) in a clear format, making it easier to address them. It also highlights successes to sustain (continue doing Z). By involving 360 feedback, leaders ensure these decisions are grounded in data, not guesswork.
How Launch 360 Supports Stop–Start–Continue Leadership Growth
This entire process becomes significantly more effective when supported by the right platform and this is where Launch 360 plays a critical role.
Launch-360 is designed not just to collect feedback, but to activate leadership development.
Here’s how Launch 360 strengthens the Stop–Start–Continue journey:
1. High-Quality, Behaviour-Focused Feedback
Launch 360 assessments are structured around leadership behaviours that matter—communication, emotional intelligence, collaboration, accountability, and team effectiveness.
This ensures feedback is relevant, specific, and actionable—ideal for Stop–Start–Continue planning.
2. Clear, Easy-to-Interpret Reports
Leaders don’t need to decode complex data. Launch 360 reports highlight patterns, strengths, and gaps, making it easy to identify what to stop, start, and continue.
Clarity reduces overwhelm and increases follow-through.
3. Support for Coaches and HR Leaders
For HR teams and executive coaches, Launch 360 provides a consistent framework to guide development conversations.
Stop–Start–Continue becomes a shared language across coaching sessions, leadership programs, and development plans.
4. Focus on Development, Not Evaluation
Launch 360 is built with growth in mind. The platform supports psychological safety, encourages honest feedback, and reinforces continuous improvement essential for meaningful behaviour change.
A Smarter Way to Enter the New Year as a Leader
The new year doesn’t require leaders to reinvent themselves.
It asks something more practical and more powerful:
- Stop what’s holding you back
- Start what will move you forward.
- Continue what already makes you effective.
When informed by 360-degree feedback and supported by a structured framework like Stop–Start–Continue, leadership development becomes intentional, focused, and sustainable.
- For organisations, it creates stronger leaders.
- For teams, it builds trust and clarity.
- For individuals, it turns feedback into growth.
With the right insights and the right tools—like Launch 360—leaders don’t just reflect on the past year.
They actively design a better one.
Conclusion
Using 360-degree feedback to drive a Stop/Start/Continue plan empowers leaders to turn broad input into tangible improvements. Rather than vague New Year’s resolutions, this approach yields specific actions backed by peer data. As one Launch 360 user reflected, the strength of a 360 tool lies in its clarity: it shows “the difference between what you think about yourself and how others perceive you,” with “actionable insights” for development.
In practice, a leader might end a 360 session realising: “I will stop doing [negative behaviour], start [new positive habit], and continue [strong behaviour].” Over the next year, measuring those actions – and iterating on them – creates a continuous improvement cycle.
