You can also use the Leadership Framework and resources with the whole team or several team members. For more ideas on team development, take a look at our website here: https://pod.admin.ox.ac.uk/people-development-planning.
Remember that although it is likely to be more immediately relevant to those who manage others, or who lead projects or initiatives, anyone can display leadership behaviours. Someone who comes up with a good idea for how you could improve a process is seeking to do things better. Someone who spots an opportunity, or a risk, brings it to the team’s attention is thinking ahead and taking an open and long-term view of possibilities. Team members who encourage and value feedback and contributions from their colleagues are showing their capabilities in working with others.
Please see below for some suggestions for using the framework in team development:
A. Invite the team to look at the elements in advance of a team meeting and consider how relevant do they think it is to them? Could they see ways in which it could be used? Which areas seem like team strengths or areas for development? You can use a RAG (Red, Amber, Green) rating to determine a picture of team strengths and priority development areas. Discuss the implications together, and invite the team to identify next steps together. Be clear on how you plan to follow these up.
B. At the end of a team meeting or during an away day, or when reviewing a project together, invite team members to consider if as a team you demonstrated any of the elements in the framework, what was demonstrated and what the learnings are. Agree next steps together and how you plan to follow these up. Encourage team members to use the relevant resources to further their own development.
C. In Getting Things Done and Working with Others, many of the learning activities are intended to be easily adaptable to a team environment. For example, Getting things Done, Element 2: ‘Achieves agreed objectives, using resources and deploying staff flexibly’ (Exercise A), you can explore attitudes to planning together and how well the team collectively plans work , or in Element 3: ‘Influences stakeholders to achieve desired change’, you can use Exercise B to build your collective understanding of team stakeholders, or use the communications channels analysis exercise in Exercise A, Working with Others, Element 3: ‘Facilitates open and transparent communication to strengthen internal and external communications’.
Using your analysis, or drawing on the team’s analysis of strengths and areas for development, select an appropriate exercise to use with the team. Share the activity and invite team members to discuss their thinking in pairs and then bring ideas to the whole team. Be clear who is recording learning and how it will be shared, used and followed up.