Developing Others

The ability to develop the skillsets and abilities of your team

Developing Others

Level 1

Able to recognise the strengths of peers, and look for ways to support those strengths through project work. Has invested time in materials or process to support team growth. Peers see them as an informal coach.

  • Identifying strengths: You recognise natural strengths in your peers which you help them to nurture.

  • Supporting team growth: You support and champion peers in their personal growth, celebrating a promotion, successful project or praise from others.

  • Investing in process: You invest in your future through a process of skills assessment to define your future direction.

  • Feedback on work: Your feedback to peers on their work is honest, actionable and timely. You put the needs of the project over personal inhibitions. You're comfortable with having your mind changed.

Level 2

Actively looking for and honing in on the strengths of direct reports, and finding ways to up-skill them. Regularly digging into motivations and ambitions of the team, and building goals and process around them. As a result, team members visibly grow and progress over time.

  • Identifying strengths: You seek out and identify natural strength in your team, which you turn into goals. This results in measurable improvements in at least one report's skillset.

  • Supporting team growth: You support multiple reports in their personal growth, giving them opportunities to train and rewarding them when complete. You follow through on promises you set around progression through your organisation.

  • Investing in process: You invest in your team's development through assessment and growth-tracking, which has results in measurable completed goals.

  • Feedback on work: Your feedback on your team's work is honest, actionable and timely. You ask what level they need feedback on and ensure you stick to that level. You don't give feedback when you don't have enough context to be useful, and expect to be wrong a significant amount of the time.

Level 3

Has a structured process and methodology for assessing, refining and supporting the strengths and goals of their team. Spends meaningful time investing in laying groundwork for personal growth, including milestones, goals and structured opportunities. Their team are growing at above average speed.

  • Identifying strengths: You find threads of passion or strength across a large team, and help team members to grow those strengths.

  • Supporting team growth: You set growth targets for your team, and are clear on what is expected and how they'll be rewarded upon completion. You follow through on that promise. You establish budgets and space for active learning.

  • Investing in process: You invest in rigorous and standardised skills assessment and goal-setting for your team, introducing clarity and purpose, resulting in your team growing in a more focused direction.

  • Feedback on work: Your feedback on multiple teams' work is strictly useful and actionable. You're able to articulate in a fair and efficient way not only what your opinion is, but why you have that opinion. In disagreement you're comfortable with having your opinion changed and invite other opinions from those around you.

Level 4

Exports their process and mindset to other teams in the organisation. Their supporting materials and frameworks have been adopted by multiple teams, and they champion and support them. They are mentoring others in developing their own teams.

  • Identifying strengths: You systemise the discovery, assessment and investment in strengths across wide parts of the organisation. You have a gut instinct for what people love and will be good at.

  • Supporting team growth: You set systems and processes in place to help other managers reward and celebrate their team's growth, managing for any conflicts arising from promotions. Your systems are used or applied to other teams outside your own.

  • Investing in process: You invest in setting up processes and goals, ensuring they're maintained for a meaningful period of time, resulting in visible changes in personal growth across your organisation.

  • Feedback on work: As a senior manager, you only critique work at an appropriate level, ensuring you don't undermine your team. You focus your feedback on the management abilities of the managers in your team, setting up environments and processes which encourage quality critique.

Level 5

Is an industry-recognised expert. Regularly talks, blogs or otherwise promotes the team. Multiple teams using their frameworks internally with demonstrable results.

  • Identifying strengths: You have a deep understanding of the relative personality types, strengths and development areas of your discipline. You use this knowledge to be able to assess and amplify strengths in a short space of time, across the organisation.

  • Supporting team growth: You're a champion of your team and the wider business growth. You've ensured that month on month anyone within your organisation has clear goals and you're helping them to meet and exceed them.

  • Investing in process: You're leading the charge in personal development company wide. You've opened up your process and are actively advocating for it to improve the quality of careers in as wide a sphere as possible. You continue to support and mentor alumni after they leave.

  • Feedback on work: You cultivate a culture of healthy critique in your organisation. You can point to multiple processes and methods introduced or encouraged by you to allow teams to run critique in more effective ways. You restrict your critique to the skills you are a true expert in, around leadership.

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