"When I first started in my last position, training was light and, in many ways, insufficient. However, I am very driven, self-managed, and resourceful, and I managed just fine. However, many of my colleagues seemed to have no issue letting their coworkers fend for themselves, and there was something of a dog-eat-dog mentality. Well, this isn't my way at all. So, anytime someone new comes on board, I take them under my wing and impart all the things I learned along the way so that they can have an easier time and are better set up for success. I teach them what I wish someone had told me instead of making me figure it out for myself. Helping them helps the whole team, and everyone soon starts paying it forward."

They are curious about how team-oriented you are and whether you hold leadership potential. They aim to determine this by learning how you've mentored, coached, or aided in the professional development of those you've worked with. Some are ambitious and only pursue their own development, and some aid in the development of others on their team and are thereby developing their skills at the same time. Your interviewer is curious about which best applies to you and how well-suited you are to this role and their work culture and environment. They are looking for those who are 'building capability for all.'

The Civil Service states, "Effectiveness in this area is having a strong focus on continuous learning for oneself, others and the organisation. For all staff, it's being open to learning about keeping one's own knowledge and skill set current and evolving. For leaders, it's about investing in the capabilities of our people, to be effective now and in the future as well as giving clear, honest feedback and supporting teams to succeed. It's also about creating a learning and knowledge culture across the organisation to inform future plans and transformational change."