360 Feedback Questionnaire for First-Line Managers/ Supervisors
In this guide, we outline the most relevant 360 feedback questions for first-line managers and supervisors and share examples that assess personal effectiveness and performance delivery. They reflect the expectations defined in the Chartered Management Institute’s (CMI) Professional Standard for Stage 2 Team Leaders and Supervisors. At this level, managers are responsible for leading individuals and small teams, providing clarity, supporting development, and ensuring day-to-day operational goals are met.
This set of 360 feedback questions focuses on three key areas of capability:
- Personal Effectiveness: Managing self, building confidence, and developing communication skills
- Interpersonal Excellence: Leading individuals, supporting development, and building trust
- Organisational Performance: Managing tasks, monitoring performance, and supporting change
If you’re looking for a questionnaire designed for more experienced managers operating at an operational level, see our article on 360 feedback questions for managers. Or, if you need a 360 questionnaire for more junior staff, our 360 Feedback Questionnaire for Employees is ideal.
360 Feedback Questions for First-Line Managers – Key Questions & Examples
Personal Effectiveness
Managing self, building confidence, communication, and resilience
- Demonstrate a willingness to learn and develop as a manager
- Understand personal strengths and areas for improvement
- Seek feedback and act on it to improve performance
- Build management confidence by developing relevant knowledge and skills
- Manage time and workload effectively to meet commitments
- Maintain focus and motivation despite setbacks
- Adapt positively to changing priorities and situations
- Effectively prioritise tasks
- Demonstrate professionalism and act in line with organisational values
- Remain calm and professional under pressure
- Demonstrate honesty and integrity
- Treat others with respect and fairness
- Communicate information clearly and simply
- Listen actively and check understanding
- Adapt communication style to suit the audience or situation
- Ensure key messages are understood
Interpersonal Excellence
Leading individuals, supporting development and building trust
- Communicate a clear sense of purpose and direction for the team
- Explain team and individual goals and how they contribute to wider priorities
- Define clear roles, responsibilities, and expectations
- Maintain focus on shared goals
- Support team members in developing their skills
- Provide regular, constructive feedback
- Recognise and celebrate individual and team contributions
- Coach the team for better performance
- Build effective working relationships with others
- Collaborate effectively across teams and departments
- Encourage open and two-way communication within the team
- Demonstrate empathy and understanding in day-to-day interactions
- Address disagreements or conflict constructively
- Create an inclusive environment where everyone feels valued
- Promote trust, respect, and psychological safety within the team
- Model positive team behaviours
Delivering Results
Task management, performance monitoring, support for change, and improved ways of working
- Plan and organise tasks and resources effectively to meet deadlines
- Prioritise activities to achieve objectives
- Monitor progress and take corrective action when required
- Take responsibility for ensuring agreed outcomes are delivered
- Understand how the team’s work contributes to organisational goals
- Seek guidance when needed to make sound decisions
- Balance short-term demands with long-term priorities
- Make timely, well-informed decisions based on available evidence
- Support the team during periods of change
- Help team members understand the reasons behind changes
- Maintain focus and morale when facing uncertainty
- Adapt plans as needed to keep work on track during transitions
- Identify opportunities to improve processes and ways of working
- Encourage team members to suggest ideas for improvement
- Act on feedback to enhance team performance and efficiency
- Share learning and good practice to support wider improvement
If you’d like to try these questions out, why not try our self review questionnaire for first line managers? It only takes a couple of minutes and comes with a free report.
Why Link to the CMI Professional Standard
By aligning your 360 feedback questionnaire with the CMI Professional Standards, you ensure it’s grounded in a recognised, evidence-based framework.
Common 360 Feedback Questions Answered – First-Line Managers and Supervisors
Q. What are the most relevant 360 feedback questions for first-line managers and supervisors?
A. Questions should be focused on three core capability areas:
- Personal Effectiveness: Managing self, building confidence, communication, and resilience
- Interpersonal Excellence: Leading individuals, supporting development, and building trust
- Organisational Performance: Managing tasks, monitoring performance, and supporting change
Q. What are some examples of 360 questions that measure performance delivery and personal effectiveness in supervisors?
A. Some good examples include:
- Manages time and workload effectively to meet commitments
- Remains calm and professional under pressure
- Plans and organises tasks effectively to meet deadlines
- Monitors progress and takes action when targets are at risk
- Takes responsibility for achieving agreed outcomes
