A Blindspot occurs when a rep rates themselves significantly higher on a competency than you do as their manager. In Pulse, it's calculated as the gap between the manager score and the self-review score. The wider the gap, the more significant the blindspot.

A note on the rating scale: most companies rate competencies on a 1–7 scale, but your company may be set up with a 1–4 scale instead. The examples below assume a 1–7 scale — if you're on a 1–4 scale the principle is identical, the numbers are just smaller.

Example: If a rep scores themselves 6 out of 7 on Objection Handling but you score them 4, that's a two-point gap — a significant blindspot.

Blindspots aren't a reflection of poor performance. They're a signal of misaligned perception. The rep genuinely believes they're stronger in that area than the evidence suggests to you.

After both the self-review and the manager review are completed, Pulse compares the two scores for each competency: manager score − self-review score. Each competency is then shown as one of three things:

Uhubs flags a competency as a blindspot once the gap is wide enough to be meaningful. Small differences are normal and aren't flagged.

Unaddressed blindspots compound over time. A rep who doesn't know they have a gap in Pipeline Generation or Objection Handling won't prioritise improving it — they think they're already good at it. This makes blindspots one of the most important levers you have as a manager, because coaching without awareness rarely sticks, and reps who overrate themselves in key competencies are less likely to seek out the skills they actually need.

Persistent blindspots can also reveal where your feedback isn't landing. If a rep consistently overrates themselves in an area you've already discussed, the message may not be getting through clearly.

Lead with curiosity, not critique. The goal is to create shared understanding, not to tell someone they're wrong. Open with something like: "I want to share how I've been rating your [competency] — I think there might be a gap between how you're experiencing it and what I'm observing. Can we dig into that together?"

Use specific, observable examples. Reference a specific call, deal, or interaction where you observed the gap. Avoid generalisations like "you're not great at prospecting" — describe what you saw (or didn't see) concretely.

Ask them to self-diagnose first. Before sharing your view, ask the rep to walk you through how they'd approach the competency in question. It's more powerful when they arrive at the insight themselves.

Agree on a specific behaviour change. A blindspot conversation should end with something actionable — not a vague commitment to "work on" the area. Agree on one concrete behaviour to practise before the next check-in.

Several large blindspots across different competencies: A broader self-awareness gap — may need a structured development plan rather than a single coaching conversation.

The same blindspot persisting across Pulse cycles: Your coaching approach may need to change; the message isn't landing.

A blindspot in a high-impact competency (e.g. Closing, Pipeline Generation): Likely to directly affect quota attainment.

A defensive reaction to blindspot feedback: Build psychological safety before re-addressing; focus on data, not judgement.

Blindspots show perception gaps — they don't automatically mean the manager is right and the rep is wrong. In some cases a rep may have better visibility of their own performance in a particular area than you do. Use blindspot data as a starting point for conversation, not a verdict.

Compare across Pulse cycles — if a blindspot is shrinking, your coaching is working. If it's stable or growing, try a different approach. If multiple reps share the same blindspot, it likely points to a team-wide training need rather than an individual one — use the Team Report to see patterns across the group.