Case Study: Mosaic People Development

The Challenge

Vanessa Judelman, President of Mosaic People Development, was working with a long-term client whose senior leadership team needed feedback that went beyond traditional performance reviews. The organization was experiencing significant change, and its leaders were seeing gaps in self-awareness that were limiting effectiveness. As Vanessa explained, “my clients wanted feedback for their senior leadership team that went beyond annual reviews,” and she noticed that “their senior leaders had some blind spots.”

The client also needed a solution that felt developmental rather than judgmental. Having seen the emotional impact poorly designed 360 tools can have, Vanessa was looking for an approach that supported growth without damaging trust or morale.

The Solution

Vanessa introduced the McQuaig 360 Leadership Review as a way to provide structured, multi-rater feedback focused on development. She chose McQuaig because of its long-standing reputation and because the 360 emphasizes whether leaders should do more of a certain behavior, less or remain the same as they are currently doing. It looks at real world actions and how they are being seen by others, rather than evaluative scoring.

As she noted, “the tool is really about doing more or less [of a behavior] and that's what I want for my clients." She continued, "I've used many 360s over the years and I'm always nervous because they can come across as quite judgmental. People have cried when I've provided 360 feedback in the past. I didn't want that. I wanted it to be about development."

A key part of the approach was linking 360 feedback to the McQuaig Word Survey, allowing leaders to see how their natural work styles influenced the feedback they received. Vanessa highlighted that this connection helped normalize feedback by putting it into context, showing leaders how their strengths and tendencies could also create challenges depending on the situation.

The Results

Following the rollout of the 360, leaders moved from skepticism to engagement as they began to see clear themes in their feedback. Many had never completed a 360 before and needed reassurance that the process was focused on development, not evaluation. As patterns emerged, the feedback became easier to accept and act on. Vanessa described how identifying themes helped leaders uncover blind spots and sparked meaningful insight. “Once they saw the clear themes in their feedback… it really opened the door for them to have really good insights and lightbulb moments,” she said.

The process also resulted in clear steps forward. “Now all of the executives have very tangible development plans that they can use,” Vanessa shared, noting that these plans are actively being used in coaching conversations. At this stage, the organization has established a clear baseline and data point for future measurement, giving leaders a shared reference point for growth over time.

Looking Ahead

The organization plans to reassess the leadership team in approximately 18 months to evaluate progress and behavior change over time. From the start, this was positioned as a long-term development effort rather than a quick fix. Vanessa emphasized that meaningful development takes time and that the real value comes from having comparable data points to track change.

“Progress is not made overnight,” she explained, noting that the reassessment will make it possible to look back at the original data and see how leaders have grown using the development plans created from the 360.

In the meantime, those development plans continue to guide ongoing coaching conversations. This approach allows leaders to work toward both short-term adjustments and longer-term goals, while keeping development grounded in clear, consistent feedback.

Assess key cognitive abilities including mathematical reasoning, verbal fluency, comprehension, analytical thinking, and spatial relations.

Gain reliable insights into how well candidates can process information, solve problems, and learn new skills - crucial predictors of job performance.

Create benchmarks by testing high-performing employees to establish a standard for future candidates, ensuring a fit for the role and your organizational culture.

Developed in compliance with guidelines from human rights regulatory bodies like the EEOC, ensuring a fair, unbiased assessment process.

For best results, use in combination with the McQuaig Word Survey® and McQuaig Job Survey®, providing a 360-degree view of candidate suitability.

Efficiency and Accessibility
Anonymity in Feedback
Actionable Outcomes
Focused on the Great Eight Competencies

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