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.

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.

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.

Preview van de whitepaper De weerstand zit niet waar je denkt

Gratis whitepaper

De weerstand zit niet waar je denkt

Waarom de grootste afstand vaak tussen middenkader en directie ligt, en wat het midden echt helpt.

  • Het collectieve-intelligentiemodel van Deepler
  • Zes maatregelen, gesorteerd op bewijs
  • Zes uitspraken uit het MT, met antwoorden
Download de whitepaper

Frequently asked questions

Frequently asked questions about leadership development with 360 feedback

Because employees and colleagues see how someone leads in practice. Their feedback shows what a programme really changes.

Better five that really matter than fifteen. Describe them in concrete behaviour, so feedback becomes usable.

Many organisations choose one or two rounds a year. That leaves time to work on the development points.

Feedback from colleagues and employees is combined, so nobody can be identified. Feedback from the manager is recognisable.

The manager themselves and, depending on the agreements, their own manager or coach. At group level, the management team can follow the development.

Read more

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