No.
There is no prescribed way to implement or roll out the Leadership Competency Framework. The framework is most effective when used to support consistency in expectations of existing practices. 

You are not required to complete every part of the framework. Many people choose to engage with one or two behaviours that are most relevant to their current role or context.

Use the framework purposefully to enhance existing practices and create consistency in expectations.

The Leadership Competency Framework is most effective when used to:

• Frame reflective or coaching conversations
• Support leadership growth over time
• Support goal setting
• Provide shared language for leadership behaviours

There is no expectation to apply the framework in full or to introduce new processes. Leaders are encouraged to use the framework where it adds clarity or value, rather than as a checklist or reporting tool.

The framework is not a performance rating tool. However, it may be used to support reflective professional conversations, particularly around leadership behaviours, strengths, and development goals — where this is helpful and appropriate.

When used in this way, the focus should remain on growth and learning, not evaluation.

Consistency comes from shared understanding and modelling the behaviours.

Rather than mandating use, leaders can:

• Reference common language from the framework in conversations
• Model behaviours described in the framework
• Use selected competencies as reflective prompts in leadership teams

This approach supports coherence while respecting context and autonomy.

The framework provides a shared reference point for identifying and developing leadership capability over time.

Leaders may use it to:

• Support aspiring leaders
• Guide leadership development pathways
• Inform mentoring and coaching conversations
• Strengthen leadership continuity and readiness

This supports sustainable leadership growth across the system.

Reassure staff that:

• It is designed to support reflection and growth, not judgment
• The framework is not an appraisal or performance rating tool, but a tool to aid development to support coaching, mentoring, professional conversations, and leadership development, where appropriate.
• Provide consistency in expectations 

Leaders play an important role in reinforcing trust through how the framework is spoken about and modelled.

Good use of the framework is:

• Light-touch and intentional
• Embedded into existing conversations
• Focused on behaviours and growth
• Responsive to context

If the framework helps make leadership conversations clearer, more reflective, or more consistent, it is being used as intended.

Start by using the framework with yourself first, then introduce it gradually into existing conversations.

Many leaders begin by:

• Reviewing the core competencies and domains to become familiar with the shared language
• Selecting one or two leadership behaviours that are most relevant to their current priorities
• Reflecting on how those behaviours are already visible in their leadership practice
• Looking at the resources page

Once comfortable, leaders may:

• Reference selected behaviours in coaching or mentoring conversations
• Use the framework as a reflective prompt in leadership team discussions
• Embed it into existing processes such as professional learning, goal-setting, or development conversations

If the framework helps support clearer, more reflective leadership conversations, you’ve started in the right place.