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About us and Research
At InnerVue, we believe that self-awareness is your greatest superpower, and accountability is your greatest strength.
We empower individuals to see themselves clearly, own their impact, and shape their growth intentionally. Your life, your leadership, and your legacy all begin with the courage to face your true reflection.
About the Founder:
Our founder and CEO, Allison Brenner, is an Industrial and Organizational Psychology consultant, Certified Professional Coach, and the creator of InnerVue—a feedback platform designed to help adults understand how they truly show up in the world.
With more than twenty-five years of experience in behavioral assessment, leadership development, and coaching, Allison brings both psychological rigor and practical clarity to the work of personal and professional growth. Her career has focused on one central question: how people can gain meaningful insight into their impact and translate that awareness into intentional change.
Over the course of her career, Allison has designed and developed selection, promotion, and leadership development assessment systems for federal, state, and local organizations operating in complex, high-stakes, and often international-facing environments. Her work has included talent and service divisions within the U.S. Departments of State, Commerce, Agriculture, Treasury, and other public-sector organizations. This experience informs the rigor, restraint, and care with which InnerVue was built.
In parallel with her assessment work, Allison has more than seventeen years of experience as an executive and leadership development coach. This work deepened her understanding of how insight becomes action—how feedback is received, integrated, and translated into sustained behavioral change when approached with ownership and intention.
Why InnerVue
InnerVue was created from a simple truth: most of us want to grow, and most of us are missing information about how we’re actually experienced, not because we’re deliberately unaware, but because self-awareness must be chosen and practiced. Over decades of designing assessment and feedback systems, one pattern kept repeating: people were evaluated at work, labeled in relationships, and misunderstood in life -- often without ever being given a clear mirror.
InnerVue was built to change that.
Awareness precedes change
Feedback is information, not indictment
Growth is relational, not solitary
Intention matters and impact matters more
At InnerVue, we believe self-awareness is not a luxury — it’s a responsibility.
We believe that growth begins with the courage to see ourselves clearly.
Not as we wish to be.
Not as we pretend to be.
But as we truly show up — in the eyes of those who know us best, and in the mirror of our own honest reflection.
We reject victimhood.
We reject blame.
We reject the idea that life simply happens to us.
Instead, we embrace a different truth:
We are accountable for how we show up.
We are responsible for the impact we make.
And we are powerful enough to change the outcomes we create.
Self-awareness is not about judgment.
It is about ownership.
It is about seeing our strengths without arrogance, and our blind spots without shame.
At InnerVue, we believe that feedback is a gift.
It is the mirror that reveals not just who we are being…but who we can become.
When we face that reflection with honesty, humility, and action, we unlock our greatest potential.
Self-awareness is your superpower.
Accountability is your engine.
Growth is your choice.
Welcome to InnerVue.
Where the journey inward becomes the catalyst for everything outward.
Where clarity becomes strength.
Where insight becomes transformation.
Where your life — and your impact — are yours to shape.
The Science Behind InnerVue
I. Individual Seeker
1. InnerVue closes the gap between how you see yourself and how others experience you. Research shows ~95% of people believe they are self-aware, while only ~10–15% actually are. Eurich, T. (2018). What self-awareness really is (and how to cultivate it). Harvard Business Review.
2. Self–other agreement predicts effectiveness and growth Why it matters: Alignment (or misalignment) between self-perception and others’ feedback predicts performance, credibility, and growth. Atwater, L. E., & Yammarino, F. J. (1992). Does self–other agreement on leadership perceptions moderate the validity of leadership and performance predictions? Personnel Psychology, 45(1), 141–164.
3. Multisource (360) feedback can change behavior when done correctly Why it matters: Feedback from multiple people creates deeper insight and sustained behavior change than self-reflection alone. Smither, J. W., London, M., & Reilly, R. R. (2005). Does performance improve following multisource feedback? A theoretical model, meta-analysis, and review of empirical findings. Personnel Psychology, 58(1), 33–66.
4. Feedback effectiveness depends on how it’s structured Why it matters: Raw feedback isn’t enough—structured interpretation and focus on behavior make the difference (exactly how InnerVue is designed). Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254–284.
5. Relationship outcomes are shaped by observable interaction patterns Why it matters: Awareness of how you show up in interactions directly impacts relationship quality—at work and in life. Gottman, J. M., & Levenson, R. W. (2000). The timing of divorce: Predicting when a couple will divorce over a 14-year period. Journal of Marriage and Family, 62(3), 737–745.
II. Organizational Use
1. Evidence-based conditions for successful 360 feedback Why it matters: Organizations see ROI when feedback is anonymous, behavior-focused, and paired with follow-up—InnerVue’s core design. Nowack, K. M., & Mashihi, S. (2012). Evidence-based answers to 15 questions about leveraging 360-degree feedback. Consulting Psychology Journal, 64(3), 157–182.
2. Multisource feedback improves performance when paired with goals and accountability Why it matters: Feedback alone isn’t enough—structured reflection and action planning drive measurable improvement. Smither, J. W., London, M., & Reilly, R. R. (2005). Personnel Psychology, 58(1), 33–66
3. Psychological safety drives learning and performance Why it matters: InnerVue supports psychologically safe feedback cultures where people can grow without fear. Edmondson, A. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350–383.
4. Coaching significantly improves workplace outcomes (meta-analysis) Why it matters: Organizations that pair feedback with coaching see stronger, longer-lasting behavior change. Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2014). Does coaching work? A meta-analysis on the effects of coaching on individual-level outcomes. The Journal of Positive Psychology, 9(1), 1–18.
5. Self–other agreement predicts leadership effectiveness Why it matters: Leaders who understand how they are perceived outperform those who don’t. Atwater, L. E., Ostroff, C., Yammarino, F. J., & Fleenor, J. W. (1998). Self–other agreement: Does it really matter? Personnel Psychology, 51(3), 577–598.
III. Coaches’ Use
1. Coaching reliably produces positive behavioral change (meta-analysis) Why it matters: Structured coaching interventions produce measurable improvements—especially when informed by real feedback. Theeboom, T., Beersma, B., & van Vianen, A. E. M. (2014). The Journal of Positive Psychology, 9(1), 1–18.
2. High-quality evidence shows coaching effectiveness (RCT meta-analysis) Why it matters: Coaching meets rigorous scientific standards—not just anecdotal success. Jones, R. J., Woods, S. A., & Guillaume, Y. R. F. (2016). The effectiveness of workplace coaching: A meta-analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), 249–277.
3. Best-practice framework for using 360 feedback in coaching Why it matters: Coaches get better outcomes when feedback is translated into targeted behavioral experiments. Nowack, K. M., & Mashihi, S. (2012). Consulting Psychology Journal, 64(3), 157–182.
4. Goal-setting theory provides a proven action framework Why it matters: Clear, behavior-based goals are the bridge between insight and transformation. Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation. American Psychologist, 57(9), 705–717.