Developing self and others


  • Showing commitment to own development
  • Supporting and encouraging others to develop their knowledge, skills and behaviours to enable them to reach their full potential for the wider benefit of the organisation


  • Using all situations as potential learning opportunities
  • Being a role model by devoting time to own development
  • Engaging in formal and informal learning and development activities
  • Updating professional/ specialist skills
  • Engaging positively with appraisal processes
  • Seeking, accepting and acting upon feedback, and learning from it


  • Giving praise for work well done
  • Making time to think about the development of colleagues
  • Providing constructive feedback to colleagues at all levels
  • Ensuring equal access to development opportunities for all
  • Using delegation as an opportunity to develop others
  • Empowering others by locating decision making at the lowest possible appropriate level
  • Providing creative work opportunities to stretch and develop colleagues
  • Encouraging others to learn from mistakes without blame
  • Encouraging colleagues to take calculated risks
  • Coaching and mentoring others


  • Supporting succession planning by identifying and developing colleagues with high potential
  • Supporting others to undertake alternative duties, short-term secondments etc
  • Encouraging others to contribute to institutional-level activity
  • Identifying the changing needs of the organisation and incorporating these into own and others’ development plans

Behaviours indicating further development needs

  • Blocking the progress of high potential colleagues
  • Believing that ‘development’ equals ‘training’ and not engaging with informal development methods
  • Being intolerant of mistakes and apportioning blame
  • Focusing on others’ weaknesses rather than their strengths
Edit this page