Developing Others
Developing others is about putting priority on developing others and identifying opportunities for growth, employing coaching and mentoring techniques to support individuals to reach their potential. It involves readily offering both positive and constructive feedback, and monitoring staff wellbeing closely responding to any signs of health issues.
Behavioural Statements
- I employ coaching and mentoring techniques to get the best performance from individuals and to help others develop.
- I take time to think about how to develop individuals and team/ group and identify opportunities.
- I give positive and constructive feedback to individuals and my team/ group.
- I make effort to acknowledge and praise contributions from individuals and the team/ group as a whole.
- I monitor other’s wellbeing and responds to signs of health issues.
Example of on-the-job development activities (70)
Encourage team members to work outside of their comfort zone and in areas that are new or different to extend their skill set. Provide coaching or mentoring support to empower them and provide confidence.
Spend some time with each member of your immediate team to find out what they are interested in, and what skills and knowledge they want to develop. Look for opportunities to give each person assignments that will exercise those skills when they are ready for them.
Agree with your team how you can offer reciprocal feedback to each other in a safe and constructive way.
Acknowledge and encourage others’ positive impact you feel someone’s contribution or commitment is over and above the expected. Tell them the difference they have made to you and your team.
Carve out and protect time at each 1-to-1 to discuss your team member’s wellbeing and what support they may need. Introduce into your team meeting a standing item on wellbeing. Consider how pressure affects the team. Draw up a list of actions you or the University can take to help employees manage pressure. Seek feedback on your ideas and implement if relevant.
Example of social and peer learning activities (20)
Become a Mentor for Manchester Gold to develop your mentoring skills further. Become a Coach to develop your mentoring skills further.
Incorporate discussion of learning and development activity at team meetings. Ask team member to discuss their recent experiences or activities.
Interview a few trusted peers and establish how they are giving motivational and constructive feedback. How do they present the constructive feedback effectively?
Explore all the University's way of acknowledging individuals and the team. What did you find you didn’t know or are you not doing?
Reach out to your Wellbeing Champion for topics and ideas to bring into your team meetings or practices.
Recommended Learning Resources (10)
Coaching (Staffnet)
Mentoring (Staffnet)
Manchester Gold (Staffnet)
TMS71 Coaching Sills for Managers (L&OD Course)
Coaching GROW Model (L&D Toolkit)
TMS86 Giving Feedback Effectively (L&OD Course)
Feedback BOOST model (L&D Toolkit)
How to give meaningful reward and recognition (LinkedIn)
The power of praise and recognition (L&D Toolkit)
UoM Staff Wellbeing (Staffnet)
How to promote wellbeing at work (L&D Toolkit)
Suggested reflection / discussion questions
How do you keep developing your coaching and mentoring skills, so they are known as the way you lead and support your team members?
Before and after a team member has attended a learning activity, how do you discuss the learning objectives and outcomes? What plans do you put in place to monitor success?
How do you know you are giving positive and constructive feedback? What evidence can you collect?
Where you find a gap in your knowledge about what the University offers to reward and recognise people and teams, how will you plan to implement this?
How do you monitor your wellbeing first, in order to be able to continue to help your team members?