360 feedback – a catalyst for leadership development

As leaders, we often look too closely at ourselves. We see our own intentions, but not how our actions appear to others. 360 feedback acts as a mirror that doesn’t smooth the picture. It can reveal blind spots – sometimes painful, but always necessary for development.

What does Deep Leadership® 360 feedback include?

Deep Leadership® 360 feedback does not measure isolated characteristics, but the core of leadership: goal-oriented interaction. The profile is built on five key dimensions:

• Professional skills – are my skills and abilities sufficient for my current position?

• Trust – do I show through my actions that I can be trusted and am worthy of trust?

• Enthusiasm – can I inspire others with both reason and emotion?

• Learning – do I encourage people to think and develop?

• Appreciation – do I treat people equally and show appreciation?

Based on these, an interaction index is created, which gives an overall picture of the leader's way of meeting people. At the same time, the feedback reveals the "engines" (trust, enthusiasm, learning, appreciation) and "brakes" (controllability, passivity) that either increase or decrease the desire of the people around them to try.

Different perspectives reveal blind spots

The power of 360 feedback lies in the fact that it brings together the experiences of many different groups:

• Feedback from subordinates reflects the reality of everyday life. According to research, it correlates most strongly with a unit's ability to deliver results.

• Peer feedback can highlight expectations that the leader has not considered – for example, those related to the smoothness of collaboration.

• Feedback from superiors often emphasizes performance and achieving strategic goals.

When these perspectives are combined with self-assessment, a multidimensional picture emerges. It is often the case that a leader evaluates himself more positively than others – especially in the areas of trust and appreciation. This “gap between the mirror and reality” is precisely the blind spot, the recognition of which initiates development.

How to interpret Deep Leadership® 360 feedback?

Feedback in itself does not change anything. Value is only created through interpretation. The leader should ask:

• What does this feedback mean in my everyday life?

• What situations or practices does it relate to?

• What can I change tomorrow?

A key element of Deep Leadership® practices is the debriefing session , where the leader opens up their own interpretation to the feedback givers. This makes the process open and builds trust. At the same time, the feedback creates a shared discussion, not a one-sided assessment.

Open feedback – words alongside numbers

The numbers tell you where you're going, but the words reveal the nuances. Typical open feedback messages might include:

• “He gives good feedback, but sometimes in a hurry it is too little.”

• “He knows how to share responsibility and treat everyone equally.”

• “I wish even difficult issues were addressed more directly.”

  
  

It is comments like these that make the 360 profile come alive. They guide the leader to reflect on where they are succeeding and where they could do differently.

360 feedback is not a metric, but a catalyst

At its best, 360 feedback gives a leader the courage to look at themselves through the eyes of others. It is not a list of accusations or a mere measurement, but a catalyst for change – if the leader dares to embrace it.

👉 Deep Lead Academy utilizes the Deep Leadership® 360 feedback profile in coaching that combines data and dialogue . This way, feedback doesn't just sit on the shelf as a report, but becomes an engine for growth.