Questions for team members to give their manager honest, specific feedback. They cover what good managers do — make time, give feedback, support growth, explain decisions, treat people fairly — and end with what to keep, start and stop.
We've ticked a short starter set. Change it to suit you.
Support
Feedback and growth
Communication
Fairness and recognition
Overall
7 questions selected
Tips for a better manager feedback survey
Only share results with a manager when at least four or five people have answered.
Give managers the results with a coach or HR partner, not as a cold report.
Repeat it every six months so managers can see whether changes worked.
How to run a manager feedback survey
1Ask the whole team, and make sure it's big enoughSend it to everyone who reports to the manager. With fewer than four or five people, answers can be guessed, so hold skip-level conversations instead.
2Say why you're askingTell the team it's to help their manager improve, that it doesn't feed into anyone's pay or rating, and when they'll hear what comes of it.
3Keep it anonymous and shortTen to fifteen questions, under five minutes. Don't add questions about role or length of service on a small team; they make people identifiable.
4Leave it open for a weekFive working days is enough. Send one reminder halfway through.
5Share the results with careThe manager sees a summary with their own manager or an HR partner, never a raw list on their own. Then they thank the team and name one or two things they'll change.
6Ask again in six monthsUse the same questions so everyone can see whether the changes worked.
Common questions
Should manager feedback be anonymous?
Yes. People are rating the person who decides their workload and reviews, so they will soften their answers if their name is attached. Only show results once at least four or five people have answered.
How often should you ask for feedback on managers?
Twice a year works for most teams. Between surveys, a three- or four-question pulse every month or quarter keeps the conversation going.
Who should see the results?
The manager, and whoever supports their development: their own manager or an HR partner. Results for one manager shouldn't be shared with the wider company.
What if the results are bad?
Treat them as a starting point, not a verdict. Go through them with a coach or HR partner, pick one or two behaviours to change, tell the team what you're working on, and ask again later.