A 360 report gives you a lot to think about. A development plan turns it into 3 things you'll actually do between now and the next one.
Below is a template built on the same structure as the plans in Org360 reports, a worked example, and how to keep it going for 6 months without it turning into a document nobody opens.
In short
- Pick 3 priorities from your 360, and no more. At least 1 should build on a strength.
- For each one, write why it matters (a score and a quote), the first action, a sentence to try, and how you'll know it's working.
- Share the priorities with the people who rated you. It's the cheapest accountability there is.
- Check in every month, and run a short 360 again at 6 months to see what moved.
Why 3 priorities, and why 6 months?
Three is about as many new habits as anyone keeps track of in a busy job. With 5 or 6, the plan quietly becomes a list of good intentions.
Six months is long enough for colleagues to notice a change in behavior, and short enough that you still remember what you set out to do. It also fits the rhythm of a short 360 every few months and a full one once a year.
The template
Copy this for each of your 3 priorities.
- Priority [1, 2 or 3]: [a short name, written as something you'll do]
- Importance: High or medium
- Why this one: [the score or gap that points to it, and one rater comment in their own words]
- First action, this week: [one concrete step with a day attached]
- Habit to keep: [what you'll do every week or every meeting]
- Sentence to try: [the exact words you'll use the first time]
- How I'll know it's working: [what someone else would notice]
- Check-in dates: [month 1], [month 3], [month 6]
A worked example
This is the development plan from the Org360 sample report. The leader is fictional, but the report has exactly the format you get after a real 360. Their raters saw them as empowering and inclusive, with 2 clear gaps: coaching, and keeping priorities stable.
Priority 1: layer in coaching without losing autonomy (high)
- Why this one: Coaching scored 3.8 from others, and the leader rated themselves 2.0, the widest self-other gap in the report.
- First action: Book recurring one-to-ones every 2 weeks with each direct report.
- Habit to keep: The same 3-part agenda every time: what's going well, what's hard, and one piece of feedback from the leader.
- Sentence to try: "I've been reflecting on how I can better support your growth. What kind of coaching would be most helpful for you right now?"
- How they'll know: People bring their own questions to the one-to-ones, and the coaching score rises in the next 360.
Priority 2: build a filter between ideas and priorities (high)
- Why this one: "Clearly identifies priorities" scored 3.7, one of the lowest items. One rater wrote: "Due to overload of ideas, priorities tend to shift daily sometimes."
- First action: Send a "Top 3 this week" note this Friday.
- Habit to keep: Every Friday, the note lists what matters most, what's deliberately not a priority right now, and any decisions that are needed.
- Sentence to try: "We have several good ideas on the table. Let's agree on the top priority this sprint and what done looks like."
- How they'll know: Fewer half-finished tasks, and nobody asks "which one first?" in the Monday meeting.
Priority 3: slow down to connect (medium)
- Why this one: Emotional steadiness (3.7) and active listening (4.2) were the lowest scores in the relational area.
- First action: In the next team meeting, pause for 3 seconds before responding to anyone.
- Habit to keep: Ask "What haven't we heard yet?" before closing a discussion, and write down 3 wins every Friday.
- Sentence to try: "What haven't we heard yet?"
- How they'll know: Quieter team members speak up more often in meetings.
Notice what's not in the plan: the leader's top strength. Trust and autonomy scored 4.8, the highest in the report, and the plan protects it. Priority 1 adds coaching without taking that freedom away.
How to pick your 3 priorities
Start with the places where the scores and the comments say the same thing. A low score on its own can be noise. A low score plus 3 comments describing the same habit is a priority.
Then look at the gaps between how you rated yourself and how others rated you. A big gap in either direction is worth a line in your plan. If others rate you higher than you rate yourself, that's useful too, and it often means you can stop worrying about something and put the energy elsewhere.
And keep 1 priority for a strength. Getting even better at something people already value is often the fastest visible change you can make.
Share it with your raters
Send the people who rated you a short note: thank them, name your 3 priorities, and ask them to tell you when they see you slip. Something like:
Thanks for taking the time to fill in my 360. I read every comment. For the next 6 months I'm working on 3 things: [priority 1], [priority 2] and [priority 3]. If you see me fall back into old habits, please tell me. I'll ask for your feedback again in [month].
It takes 5 minutes, and it changes how people read your behavior. They start noticing the new habits, because they know to look for them.
Check in at 1, 3 and 6 months
- Month 1: Are the habits happening at all? If not, make the first action smaller.
- Month 3: Ask 2 or 3 raters directly: "Have you noticed anything different?"
- Month 6: Run a short 360 again with the same raters, then write the next plan.
Get a development plan with every 360
Every Org360 report ends with a development plan like the one above: 3 ranked priorities with the habits to build and sentences to try, based on your scores and your raters' own words. See the full sample report.
Your first 360 is free. Start your 360 free, then use the 12-question Leadership Pulse to check your progress at 6 months.
FAQ
What should a development plan after a 360 include?
3 priorities, and for each: why it matters, the first action, a weekly habit, a sentence to try, how you'll know it's working, and check-in dates.
How many goals should a development plan have?
3 is enough. More than that, and people stop tracking them.
How long should a development plan last?
6 months works well. It's long enough for colleagues to notice a change, and short enough to stay focused.
Should you share your development plan?
Yes, at least the priorities. Telling your raters what you're working on makes them more likely to notice the change, and to keep giving you honest feedback.
Should a development plan only cover weaknesses?
No. Keep at least 1 priority for a strength you want to build on. Strengths are often where you can improve fastest.