We Develop Ourselves and Others

We develop ourselves and others
1. Introduction
1.1 We develop ourselves and others
Notes:
Welcome to this short module showing how we develop ourselves and others.
1.2 Objectives
Notes:
Published by Articulate® Storyline www.articulate.com

This short module focuses on how we develop ourselves and others.
After completing this module, you will be able to:
• Recognize the Leadership Framework and the 4 leadership standards
• Identify and describe the leadership standard ‘We develop ourselves and
others’
• List the 5 competences under the leadership standard ‘We develop
ourselves and others’
• Know the difference between unskilled, skilled and over-used for each of
the 5 competences.
• List examples of when each competence is unskilled, skilled and over-used
1.3 Video
Notes:
Video will play automatically.
https://nokia.sharepoint.com/portals/hub/_layouts/15/PointPublishing.aspx?app=video&p=p&chid=6cb8cc70-6f9a-
4828-9017-4ac9886e7a8f&vid=5fd7c6df-06e6-49aa-a138-f92ea9f2fd7c&from=1

1.4 Value
Notes:
We can clearly see that the leadership framework standards we list as 1. We

know, 2. We lead, 3. We develop, and 4. We shape nicely align with the Nokia
values known as achievement, respect, renewal and challenge.
1.5 We develop
Notes:
You have chosen to focus on how we develop ourselves and others.

Developing ourselves and others requires a flair for talent. We dedicate time
to understand what makes people tick, what they consider their motivators,
and their drivers. We grow people, including ourselves, and boost team
performance for the sake of continuous “renewal” which is an important
value for Nokia.
2. Competencies
2.1 Critical competencies for developing ourselves and others
Notes:
The 5 competencies that have been identified as measurable characteristics of a person that
supports that leadership standard “we develop ourselves and others” are the following:
Develops talent, self-development, builds effective teams, directing work, and drives
engagement.
Please click on each one for definitions and examples based on the scale; unskilled, skilled, or
over-used.
During this section, be honest with yourself and consider where you might place yourself on
the scale, and where you may want to initiate a shift.

2.2 Markers
Notes:
To be skilled in the competency “Develops talent” a leader would give high priority to
developing others and will do this through coaching, feedback and exposure to stretched
assignments. They would align the employees career development goals with the
organizational objectives and will also encourage people to accept developmental moves.
Be sure to click on the unskilled and over-used examples to understand the full range of this
competency.
____________________
Unskilled:
Doesn’t take time to work on development of others; is a tick-the-box developer; goes
with the easiest option to fulfil talent-development obligations; doesn’t make use of
available organization resources and systems to develop others; has difficulty
identifying developmental moves or assignments.
Over-used skill:
Concentrates on the development of a few at the expense of many; overestimates
people’s capacity for growth; may be too quick to adopt faddish development
approaches.

2.3 Markers
Notes:
When it comes to “Self-development” this individual is personally committed and actively works
to continuously improve themselves and will also accept assignments that broaden their
capabilities. They learn from new experiences, from others, and from structured learning, and
make the most of the development resources available to them.
competency.
____________________
Unskilled:
Doesn’t put in the effort to grow and change; is comfortable with current skills; is
fearful of making mistakes that accompany development; lacks awareness of or interest
in using available developmental resources.
Over-used skill:
Develops just for the sake of development, without focus or objective; focuses on own
development at the cost of meeting other obligations; may be susceptible to the latest
self-help fads.

2.4 Markers
Notes:
When referring to the competency of “directs work”, it is imperative to provide clear direction
and accountabilities.
The leader shall delegate and distribute assignments and decisions appropriately and monitor
progress by maintaining dialogue on work and results. They will also provide appropriate
guidance and direction based on people’s capabilities and will intervene as needed to remove
obstacles.
competency.
__________________
Unskilled:
Provides incomplete, vague or disorganized instructions; delegates work to people
without giving them sufficient guidance; sets goals and objectives so easy to achieve
that people are demotivated in the process; saves high-profile tasks for oneself.
Over-used skill:
May be overly directive and stifle creativity and initiative; pushes people too hard by
asking them to work at their upper limits; may over-delegate without providing enough
direction or help; gives people authority that they shouldn’t have.

2.5 Markers
Notes:
To be skilled in the competency “Builds effective teams” one must be able to form teams with
appropriate and diverse mix of styles, perspectives and experience. They need to be able to
establish common objectives and a shared mindset and create a feeling of belonging and
strong team morale. Sharing wins, rewarding team efforts and fostering an open dialog and
collaboration among the team are also ways someone will demonstrate that they are “skilled in
this competency”.
competency.
____________________
Unskilled:
Doesn’t create a common mindset or common challenge; fails to recognize that morale,
recognition and belongingness are integral ingredients of effective teams; prioritizes
and rewards individual efforts rather than team achievements; doesn’t shape and
distribute assignments in a way that encourages teamwork.
Over-used skill:
May focus so much on team behavior that results may suffer; may build such a strong
sense of team identity that it is hard for new members to break in and get up to speed;
may not develop individual leaders.

2.6 Markers
Notes:
If you are skilled in “directs work” it means that you structure the work so it aligns with
people’s goals and motivators. You would empower others and make each person feel that
their contributions are important.
competency.
______________________
Unskilled:
Has little insight into what motivates others; doesn’t give people enough flexibility and
autonomy to do their work; does little to create enthusiasm; is unwilling to share
ownership and give up control of assignments.
Over-used skill:
May accommodate others’ motivators at the cost of getting needed work done; may
empower beyond people’s capacity; may avoid giving constructive feedback if it could
negatively impact on engagement.

3. Thank you
3.1 Thank you
Notes:
Thank you for taking the time to complete this short module.
You may revisit the training at any time.
Please follow and complete the curriculum to gain the badge “develop ourselves and others”.
You can download the complete PDF document containing all 20 competencies for future reference.
You may now exit the training.

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We develop ourselves and others

1.1 We develop ourselves and others

Published by Articulate® Storyline www.articulate.com

Video will play automatically.

Published by Articulate® Storyline www.articulate.com

We can clearly see that the leadership framework standards we list as 1. We

You have chosen to focus on how we develop ourselves and others.

Published by Articulate® Storyline www.articulate.com

2.1 Critical competencies for developing ourselves and others

Published by Articulate® Storyline www.articulate.com

Published by Articulate® Storyline www.articulate.com

make the most of the development resources available to them.

Published by Articulate® Storyline www.articulate.com

Published by Articulate® Storyline www.articulate.com

Published by Articulate® Storyline www.articulate.com

their contributions are important.

Published by Articulate® Storyline www.articulate.com

3.1 Thank you

You may revisit the training at any time.

You may now exit the training.

Published by Articulate® Storyline www.articulate.com

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