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
Self
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
Others
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
Organisation
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
