Click on each header to find out more about what kind of leader you are, and what you need to do to achieve the next steps.

Nurturing disciples of Jesus

Facilitating spiritual formation, enabling people to identify their giftedness and their place within the body of Christ.

I can identify those who have mentored me in my spiritual journey and how the ways in which they have impacted my faith development. I have at least one faith relationship in which I am now applying these skills to support someone in their discipleship.

I journey with and mentor others as they follow Jesus and grow in spiritual maturity. I create opportunities for others to experience and learn how to connect with Christ.  I encourage deepening of faith relationships, shared fellowship, growing together, and stepping out together in taking faith filled risks. I am mindful that discipleship is critical for fruitful mission.

From a place of deep personal discipleship, I disciple others to make disciples who make disciples. I resource, challenge, invest, inspire, and model discipleship.  I find creative ways to support engagement for a wide range of people.

I hold before The Salvation Army our mission priority of nurturing disciples of Jesus. I make the most of every opportunity to keep discipleship to the fore in all forums and relationships, including ecumenical.

Accompanied development

Providing space with accredited practitioner, for support, safeguarding, accountability and development as appropriate.

I have someone who provides accountability for me in my development in an informal way and recognise the need for more formal coaching or mentoring to support me as I develop as a spiritual leader.

I model engagement with accredited pastoral/ professional supervision or spiritual direction or coaching/mentoring, knowing the importance of accountability for my leadership practice.  I notice and refer others to appropriate services. 

I have training and experience, and can draw on my ‘toolkit’, to provide either professional or pastoral supervision, coaching or mentoring, spiritual direction, or other relevant experience and skills.   

I implement and manage processes to provide effective professional and pastoral supervision which contribute to the health of, and to minimise risk within, my area of responsibility. 

Wellbeing practice/pastoral responsibilities 

Committing to providing pastoral care and facilitating wellbeing and resilience. 

I have some strategies in place to manage my own stress and recognise the importance of personal wellbeing. I know that to provide pastoral care for others, I need to take care of myself and know where I can go for additional support. 

I provide pastoral care. I understand ways to mitigate and manage stress and develop the resilience of team members. I know the importance of wellbeing, the factors that impact wellbeing, and can integrate this into people practices. I am aware of and can signpost additional support, advocating for justice as necessary.

I consider the wellbeing of others in the design and delivery of work. I promote the missional and people benefits of wellbeing and the need for shared responsibility. 

I engage leaders and stakeholders in creating a sustained culture of wellbeing, where the integration of wellbeing is part of missional strategy.

Overseeing people   

Giving support, supervision, resource, managing expectations, creating opportunities for learning and development, offering mutual accountability.

I have some experience of overseeing others informally, giving support to those I work with. I have received supervision and have reflected on my experience of this to help me learn how to support others. 

I use a coaching style as I facilitate and record regular performance and development reviews, one to ones/care and equip/annual development reviews. In these conversations I ensure opportunity to reflect on mission and ministry, monitor mission alignment, uphold discipline, ensure appropriate competence, provide resource for wellbeing and mission, support identification of learning and development needs.   

I support the setting and fulfilling of operational and personal objectives, challenging, and supporting the need for continuous improvement and tackling difficult issues. I delegate to and develop those who oversee on my behalf. I manage and monitor individuals and teams to ensure shared understanding and effective practice.

I lead on and cascade the culture of healthy oversight, using data and feedback measures to address areas not in alignment with our priorities and expectations. I exemplify inspirational, responsive, ethical and value-based leadership that focuses on people, to build engagement and develop an effective, agile and collaborative culture.

Learning and development    

Creating opportunities for all, primarily through a coaching or mentoring approach, and facilitating shared learning through building teams.

When I have lead others, I have been willing to allow team members to share their knowledge and expertise, recognising that I do not need to have all the answers. I have reflected upon the effectiveness of the teams I lead and sought advice on how to enhance this further.

I know how to support others with their continuing professional development through appropriate learning facilitation methods. I encourage team members to share knowledge and expertise and develop relationships and ways of working together to enhance team effectiveness. 

I engage in workforce planning and talent investment, reviewing staffing needs against missional objectives. I plan the development of individuals and teams. I embed a culture of coaching and mentoring to deliver the learning and development strategy.   

I create a culture where staff are supported in their growth and development, balancing the wellbeing of staff against the needs of The Salvation Army. I know how teamwork and team performance is shaped and enabled by a learning culture.

Developing people and talent management  

Investing in talent, valuing potential and diversity, identifying and developing potential leaders, succession planning.

I think carefully about how to present feedback, intentionally seeking to make this constructive and showing a growing awareness of the individual needs of others. I try to identify areas for development in others rather than seeing these as weaknesses. 

I develop individuals through regular constructive feedback, coaching, mentoring and delegation. I show awareness of peoples’ capabilities and identify ways to develop potential by stretching and encouraging the growth of others. 

I develop plans that take into account peoples’ capability, strengths, together with opportunities for development and succession planning. I assess current and future individual and team capabilities, supporting flourishing and fruitfulness of people and mission.   

I establish and sponsor professional development frameworks. I champion a culture of people being their best and of better equipping The Salvation Army for its mission.  I employ strategic approaches to talent management, succession planning, diversity and inclusion, encouraging retention and a culture of flourishing and fruitfulness.