The continually changing role of the principal has created a complex position of leadership requiring more data for more skills than traditional methods of evaluation or feedback can provide. The purpose of this article is to question the process of providing beneficial and meaningful feedback for educational leaders so that they can reach their fullest potential through coaching and self-directed learning. It discusses the 360-degree feedback or multi-rater system, an assessment and evaluation instrument used by many businesses to provide feedback to managers and executives on leadership behaviors and style from multiple individuals with whom they interact, including peers, bosses, co-workers, customers, and clients. The author advocates the 360-degree feedback model to give principals a multi-lens view of their performance. (Contains 2 online resources.)