Grade 6 Developing Self and Others Behaviour Statements

Developing Self and Others is about building the capability needed for future delivery while making learning practical, inclusive and owned by the people doing the work. For a Grade 6 role, this usually means identifying capability risks across teams, creating fair development routes and changing workforce or delivery plans as learning reveals new needs.

A strong example should make clear the future capability requirement, how you diagnosed gaps and how you made development accessible, applied and owned. The result should show improved capability, stronger succession, reduced dependency, more inclusive progression or delivery plans changed because teams learned from experience.

What are the Developing Self and Others criteria at Grade 6 level?

The official senior-grade behaviour guidance contains 6 points for Developing Self and Others. Your vacancy may assess only selected parts, but the statement should make the relevant wording easy to see in your evidence.

How to structure your statement

Use a simple structure: Situation, Task, Action and Result. Do not place these labels in the final statement unless the application specifically asks for them.

Situation

Use one or two sentences to set the context. State the service, programme, policy or professional area and the problem that made the example important.

Task

Make your accountability explicit. For Developing Self and Others, the task should identify the future capability requirement, how you diagnosed gaps and how you made development accessible, applied and owned.

Action

Give most of the words to the decisions and actions that demonstrate Developing Self and Others. Explain how you used evidence, led or involved others and responded when the situation changed. For this behaviour, keep the action centred on the future capability requirement, how you diagnosed gaps and how you made development accessible, applied and owned.

Result

Show what changed because of your action. A strong result may include improved capability, stronger succession, reduced dependency, more inclusive progression or delivery plans changed because teams learned from experience. Use accurate measures where they help, but keep the result tied to the behaviour.