Use cases / Healthcare organisation
Client case
Deepler 360 · Leadership
360-degree feedback example: developing team leaders in healthcare
A healthcare organisation wants to develop its team leaders in a targeted way. Not on the basis of one appraisal interview, but on feedback from the people they work with every day. With Deepler 360, team leaders get feedback from their manager, peers and team. Blind spots become the starting point of the development conversation.
Sector
Care
Target group
Team leaders
Solution
Deepler 360
Application
360-degree feedback
In brief
The question
How do you develop team leaders based on more than one perspective?
The insight
The difference between self-image and how others see you is the best starting point.
The result
A concrete development goal, and a follow-up round that shows growth.
The question: how do you develop team leaders in a targeted way?
Team leaders in healthcare are under pressure: schedules, staff shortages and high expectations. Development is easily neglected, or gets stuck in general trainings. The organisation wants to know per team leader where the growth lies, based on what the people around them experience.
The approach: 360-degree feedback on your own competencies
With Deepler 360 the organisation chooses a competency profile that suits its team leaders, for example giving direction, coaching and collaborating. Each team leader completes a self-assessment and gets feedback from their own manager, peers and team members.
Choose competencies
A profile that fits the role
Collect feedback
From manager, peers and team
Report per team leader
With blind spots and conversation questions
The insight: the blind spot as the starting point
The report puts the difference between self-image and how others see you at the top. A team leader who rates themselves highly on giving direction, but gets a lower score from the team, knows exactly what the conversation should be about. The report adds conversation questions, so manager and team leader choose a development goal together.
Giving direction · team leader, example report
Blind spot: self 84, team 61. Conversation question: where do you notice that I don't make the direction clear?
Illustrative view
The result: growth you can demonstrate
After a few months, a follow-up round follows with the same competencies. This makes it visible whether the gap is getting smaller. Development is then no longer a feeling, but something you can track together.
- A personal development goal per team leader
- A development conversation with concrete questions
- Growth visible in the follow-up round
Making 360-degree feedback work: three lessons
360-degree feedback works best as a development tool, not as an appraisal. Three lessons:
Use it for development
Keep 360 feedback separate from appraisal and pay, then people dare to be honest.
Choose one development goal
Focus on the biggest blind spot instead of everything at once.
Measure again
A follow-up round shows whether the development is working.
Also read how an engagement survey made the influence of managers visible, or see how Deepler 360 works.
Want to experience how 360-degree feedback works? Do the free 360 mini-analysis: twelve questions, your competency profile straight away and a comparison with a colleague’s view.
Free white paper
Resistance isn’t where you think
Why the biggest gap often lies between middle and senior management, and what really helps the middle.
- Deepler's collective intelligence model
- Six measures, ranked by evidence
- Six statements from the management team, with answers
Frequently asked questions
Frequently asked questions about 360-degree feedback
What is 360-degree feedback?
With 360-degree feedback, someone gets feedback from several sides: their own manager, peers, team members and a self-assessment. This creates a more complete picture than one conversation.
What does a 360-degree feedback look like?
An example: a team leader rates themselves on competencies such as giving direction and coaching, and the same questions go to their manager, peers and team. The report shows the differences per competency, with the biggest blind spots at the top.
Is 360-degree feedback anonymous?
Feedback from peers and team members is shown anonymously and at group level, so people can answer honestly.
How often do you do a 360-degree feedback?
Often once or twice a year, with a follow-up round after six to twelve months to make growth visible.
How do you use the outcomes in the development conversation?
Discuss the biggest differences between self-image and how others see you and choose one development goal together. The conversation questions in the report help to make the conversation concrete.