Developing Self and Others
Developing Self and Others means seeking feedback, learning from experience, and actively supporting the growth of colleagues. Assessors want to see that you invest in your own development and help others do the same.
What assessors look for: Evidence that you seek feedback, act on it, learn from setbacks, and proactively support the development of colleagues through coaching, mentoring, or sharing knowledge.
What Developing Self and Others means
Developing Self and Others means seeking feedback, learning from experience, and actively supporting the growth of colleagues. Assessors want to see that you invest in your own development and help others do the same. This behaviour is one of the nine assessed under the Civil Service Success Profiles framework. Most departments ask for 250 words per behaviour at AA–HEO level, and 500–750 words at SEO and above.
The Civil Service defines Developing Self and Others as a core behaviour that assessors evaluate at both sift and interview stages. The exact wording of the framework may vary slightly by department — always check the job advert for the specific wording used.
Example statement
Below is a 250-word example for Developing Self and Others. Every example on this site is original, word-count accurate, and includes a STAR breakdown.
[S] After delivering a presentation to senior managers, I received informal feedback that while my content was strong, my pacing was too fast and I had not left enough time for questions. Around the same time, a colleague mentioned they were anxious about an upcoming presentation to the same audience.
[T] I needed to improve my own presentation skills and support my colleague to deliver a confident presentation.
[A] I asked my manager for a follow-up meeting to discuss the feedback in detail and identify specific techniques to slow my pace. I practised with a timer and recorded myself to review. For my colleague, I offered to run a practice session. I shared the techniques I was learning, including pausing after key points and explicitly inviting questions. I also shared my own recording to show that improvement was a process, not an instant fix. I gave specific, actionable feedback on their draft and rehearsed with them twice.
[R] My next presentation received positive feedback for pacing and engagement. My colleague's presentation was well-received, and they told me the practice sessions had reduced their anxiety significantly. My manager asked me to include presentation coaching in our team's development plan.
- Shows self-awareness by seeking and acting on feedback rather than dismissing it.
- Demonstrates generosity by sharing what you are learning, not just what you already know.
- Uses specific techniques (timer, recording, pausing after key points) rather than vague advice.
- Shows that development is ongoing — the colleague's success and the team plan show lasting impact.
- Describing a training course you attended without showing what you did differently afterwards.
- Focusing only on your own development without evidence of helping others.
- Using "mentored" without specifics — what did you actually do, and what changed?
Plagiarism note: This example is for inspiration only. Adapt it to your own experience. Assessors can spot generic or copied statements, and they score poorly.
Examples by grade
Each grade requires a different level of complexity. Click your grade to see a tailored example.
Focus on following procedures, supporting team goals, and showing awareness of wider context.
EOShow initiative within your role and understanding of how your work supports the team.
HEODemonstrate broader awareness, stakeholder engagement, and proactive problem-solving.
SEOShow strategic thinking, cross-team influence, and management of wider priorities.
Grade 7Demonstrate senior-level strategic oversight, policy awareness, and organisational impact.
Grade 6Show director-level strategic leadership, cross-departmental influence, and systemic change.
How to write a Developing Self and Others statement
Follow these steps to write a strong statement. For a full guide, see how to write behaviour statements.
- Pick one specific example. Choose a real situation from your work, volunteering, or education. One well-told example beats three vague ones.
- Write the Situation in two sentences. Set the scene quickly. Assessors do not need every detail — just enough to understand the context.
- State the Task in one sentence. What did you need to achieve? Be specific about your responsibility.
- Spend 60% of your words on Action. This is where you show what you did, not what the team did. Use "I" not "we".
- End with a clear Result. Include a number if you can. What changed? What was the outcome?
Write long, then cut. First drafts of 350 words usually contain a strong 250. Focus on cutting adjectives and filler phrases like "I felt it was important to" — they add words without adding meaning.
Interview questions
At interview, you may be asked follow-up questions about your behaviour statement. Prepare for questions like:
- "Tell me about a time when you demonstrated developing self and others."
- "What would you do differently if you faced that situation again?"
- "How did you ensure your approach was the right one?"
See the full interview question bank for Developing Self and Others.
Frequently asked questions
Most departments ask for 250 words per behaviour at AA–HEO level. SEO and above may allow 500 or 750 words. Always check the job advert — the limit varies, and on Civil Service Jobs it is sometimes a word limit and sometimes a character limit.
Yes, but you must rewrite the example to focus on the specific behaviour being assessed. The same project could show Leadership (how you directed the team) and Working Together (how you collaborated with stakeholders), but the emphasis and wording must be different for each.
You do not need a dramatic story. A well-told ordinary example — Employee who asked for feedback after a presentation, then coached a nervous colleague on public speaking. — scores better than an extraordinary one told badly. Assessors look for clarity and evidence, not grandeur.