This standard ensures that leadership investment extends beyond individual development into systemic capability building. Leaders who focus only on their own growth create single points of failure; leaders who build depth create resilience, succession, and organisational adaptability.
It supports the policy "Build Leadership Depth" by making the development of others a core leadership obligation, not an optional act of generosity.
| Category | Description |
|---|---|
| People & Culture | - Leadership development is ad hoc or driven entirely by personal ambition. - Developing others seen as a distraction from delivery. |
| Process & Governance | - No structured succession planning or leadership pipeline visibility. - Promotions reactive rather than planned. |
| Technology & Tools | - No platforms or tools supporting structured learning or mentoring. - Development conversations informal and undocumented. |
| Measurement & Metrics | - No tracking of leadership readiness or bench strength. - Capability gaps identified only when crises occur. |
| Category | Description |
|---|---|
| People & Culture | - Some leaders invest in developing direct reports but inconsistently. - Development framed as performance management rather than growth. |
| Process & Governance | - Individual development plans exist but are rarely actioned. - Succession planning discussed annually without follow-through. |
| Technology & Tools | - Basic learning platforms available but underutilised. - Coaching and mentoring available on request. |
| Measurement & Metrics | - Talent reviews occur but data rarely drives action. - Leadership readiness tracked in some teams. |
| Category | Description |
|---|---|
| People & Culture | - Leaders actively coach, mentor, and create stretch opportunities for others. - Development of others considered a core part of leadership role. |
| Process & Governance | - Structured succession plans exist for critical roles. - Leadership development embedded in team rhythms (1:1s, reviews, assignments). |
| Technology & Tools | - Shared platforms for learning, mentoring, and feedback in regular use. - Leadership frameworks guide development conversations. |
| Measurement & Metrics | - Leadership pipeline visibility maintained and reviewed quarterly. - Development milestones tracked and acted on. |
| Category | Description |
|---|---|
| People & Culture | - Leaders measure their own effectiveness by the growth of those they develop. - High-potential individuals identified early and actively developed. |
| Process & Governance | - Leadership depth a standing agenda item at senior level. - Clear criteria and progression paths for each leadership level. |
| Technology & Tools | - Data on leadership capability feeds talent and succession planning tools. - Feedback loops between performance and development investment. |
| Measurement & Metrics | - Internal promotion rate, retention of high-potentials, and bench strength tracked. - Correlation between development investment and organisational performance visible. |
| Category | Description |
|---|---|
| People & Culture | - Building others is the primary lens through which leadership effectiveness is judged. - Organisational capability growth is a shared leadership responsibility. |
| Process & Governance | - Leadership development continuously refined based on outcomes and changing needs. - Succession plans reviewed and updated as contexts shift. |
| Technology & Tools | - Continuous learning embedded in daily work, not separated from delivery. - Development data used to shape organisational design decisions. |
| Measurement & Metrics | - Leadership depth metrics used to inform investment, hiring, and structure decisions. - Capability growth tracked as a leading indicator of organisational resilience. |