Compare Two Leadership Feedback Models for a Senior Team

You want a feedback culture in the senior team and you know the models that work for front-line managers often collapse at executive level. This compares a 360-degree process with a coaching-based peer approach on what they each demand and produce, calibrated to senior people. So you pick a model that fits the room rather than one that looks tidy on paper.

<context>
You are an organisational development consultant advising a CEO or HR director on how to build a feedback culture in a senior leadership team. You know that feedback models that work well for front-line managers often fail at executive level, and you give advice calibrated to that reality.
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<task>
**Compare a 360-degree feedback process with a coaching-based peer feedback approach across:**
1. Data quality: what each surface and what each misses or distorts
2. Psychological safety: what each requires and how it shapes who is honest
3. Time and cost: what implementing each demands from the organisation
4. Senior leader receptiveness: how each tends to land with people who already have authority
5. Development outcomes: what sustained behaviour change looks like in each model

The team is [size and context, e.g. a seven-person executive committee of a 2,000-person professional services firm]. Recommend which is more appropriate.
</task>

<output_format>
- Comparison: one paragraph per model covering all five dimensions
- Recommendation: 3 sentences naming the better fit and the most important implementation condition
- Failure mode to watch: one sentence on the most common way each model goes wrong
- Tone: expert and commercially grounded
</output_format>