Leadership Assessment and Development –

What Do Differently Now?

Key Behavioural Differentiators for a Successful Transition from
a Doer to First-Line Leader.

Richard Ogden, Director and Occupational Psychologist, Peoplenetics Ltd.

This is a very early draft document to assist with leadership development
centre design, competency framework development, and leadership
assessment.
http://www.peoplenetics.co.uk
http://peoplenetics.co.uk/how-to-grow-leadership-capability-development

Doers – Transition to - First Line Leaders

 Annual Planning – budgets, projects, staff capability

 Staff capability: job design, skills benchmarking, selection of people
against right criteria
 Delivery through people (not self!) – enabling thru cycle of:
o setting priorities for team
o delegation with empowerment and accountability
o monitoring service against expectations/targets
o Constant coaching and feedback (making the time! at least 50%?)
o Developing people beyond current role
 Creating team climate/tone:
o enjoyable, engaging workspace
o role-modelling values – total integrity
o self-driven learning and improvement (avoiding dependency, or
adult-child)
o encouraging contribution and improvement (bottom-up learning)
 Supporting others through change, managing pressure, building
resilience
 Relationship building within a diverse team to realise synergies
 Relationship building outside of team for the team benefit
 Plays part in communicating business objectives

© Richard Ogden, Peoplenetics Ltd. 2018. All Rights Reserved.

http://peoplenetics.co.uk