Use cases / Municipality
Client case
Deepler 360 · Leadership
Leadership development with 360 feedback for the management team
A municipality invested in leadership development for its managers, with its own programme. The training was well received, but nobody knew whether anything changed in practice. With Deepler 360, managers now receive feedback on a shared leadership profile, before and after the programme.
Sector
Government
Target group
Managers and MT
Solution
Deepler 360
Application
Leadership
In brief
The question
Does leadership really change, or does it stop at the training?
The insight
Self-image and feedback differ most on coaching.
The result
Growth per competency visible per round.
The question: what does the leadership programme deliver?
The programme consisted of training, peer consultation and coaching. Participants were enthusiastic, but the management team wanted to know whether behaviour on the work floor changed. After all, satisfaction with a training says little about what employees notice.
The approach: 360 feedback on a shared profile
Together with HR, the management team drew up a leadership profile with five competencies, described in concrete behaviour. Every manager asks for feedback from their own manager, colleagues and employees, and fills in a self-assessment. The first round took place at the start of the programme, the second a year later.
Shared leadership profile
Five competencies in concrete behaviour
Feedback from all sides
Manager, colleagues and team
Two rounds
At the start and after a year
The insight: the blind spot was in coaching
On most competencies, self-image and feedback were close together. Not on coaching: managers rated themselves higher than their employees did. That became a fixed part of the programme, with peer consultation focused on holding development conversations.
MT heatmap · 360 feedback per competency
Illustrative view
The result: growth you can see
By measuring the same competencies in both rounds, every manager sees where they have grown. At group level, the management team sees which parts of the programme have an effect, and where the programme needs adjusting.
- One shared language for leadership
- Blind spots as the starting point for development
- Growth per competency visible per round
Leadership development you can track: three lessons
What this municipality learned about measuring leadership:
Start with a shared profile
Concrete behaviour makes feedback usable.
Use the difference
The gap between self-image and feedback is the conversation.
Measure again
Only a second round shows growth.
Read more about Deepler 360, or see how a healthcare organisation develops team leaders with 360 degree feedback.
Frequently asked questions
Frequently asked questions about leadership development with 360 feedback
Why use 360 feedback in leadership development?
Because employees and colleagues see how someone leads in practice. Their feedback shows what a programme really changes.
How many competencies do you include in a leadership profile?
Better five that really matter than fifteen. Describe them in concrete behaviour, so feedback becomes usable.
How often do you run a 360 feedback round?
Many organisations choose one or two rounds a year. That leaves time to work on the development points.
Is the feedback anonymous?
Feedback from colleagues and employees is combined, so nobody can be identified. Feedback from the manager is recognisable.
Who sees the results?
The manager themselves and, depending on the agreements, their own manager or coach. At group level, the management team can follow the development.