This standard ensures that leaders adopt coaching behaviours that empower teams to take ownership, make decisions, and continuously improve. Instead of directing work or micromanaging delivery, leaders create the conditions for high performance through trust, support, and growth-oriented feedback.
It supports our policy to “Coach and Enable, Don’t Command and Control” by shifting leadership from authority-based control to enabling autonomy and accountability. Without this standard, leadership can become a bottleneck, limiting innovation, slowing decisions, and eroding team morale.
| Category | Description |
|---|---|
| People & Culture | - Leadership is directive and task-focused. - Teams are dependent on leaders for approval and guidance. |
| Process & Governance | - Leaders dictate process, priorities, and decisions. - Coaching is not recognised or practised. |
| Technology & Tools | - Tools are used to track compliance, not to support development. |
| Measurement & Metrics | - Leadership effectiveness is not assessed beyond delivery outcomes. |
| Category | Description |
|---|---|
| People & Culture | - Some leaders begin supporting team input and involvement. - Coaching behaviours are present but inconsistent. |
| Process & Governance | - Retrospectives and reviews may involve light leadership support. - Leaders occasionally offer feedback or developmental input. |
| Technology & Tools | - Performance conversations begin to include coaching elements. |
| Measurement & Metrics | - Leadership feedback is informal and not systematically captured. |
| Category | Description |
|---|---|
| People & Culture | - Leaders focus on enabling, not directing, team performance. - Coaching, mentoring, and growth conversations are part of the leadership role. |
| Process & Governance | - Leaders support team retrospectives, improvement plans, and problem-solving. - Coaching is part of team development processes. |
| Technology & Tools | - Tools support development planning, mentoring, and feedback loops. |
| Measurement & Metrics | - Leadership behaviours are assessed through 360 feedback or engagement surveys. |
| Category | Description |
|---|---|
| People & Culture | - Leaders are accountable for developing others and improving team health. - Leadership effectiveness is measured and improved continuously. |
| Process & Governance | - Leadership frameworks define coaching expectations and success criteria. - Teams can raise feedback about leadership behaviours safely. |
| Technology & Tools | - Development dashboards and pulse surveys support leadership insight. |
| Measurement & Metrics | - Coaching impact is measured through team performance, autonomy, and growth indicators. |
| Category | Description |
|---|---|
| People & Culture | - Leaders are stewards of culture, development, and systemic improvement. - Teams and individuals actively seek coaching relationships. |
| Process & Governance | - Leadership behaviours evolve through feedback, reflection, and experimentation. - Coaching and enablement shape delivery strategy and team structures. |
| Technology & Tools | - Insights from feedback and performance tools inform leadership evolution. |
| Measurement & Metrics | - Leadership contribution to engagement, retention, and team resilience is monitored and optimised. |