ABC Competency Framework Guidance - Staff guide

ABC Competency Framework Guidance Staff guide

Introduction This guide is part of a suite of resources designed to support your understanding of the Performance Evaluation process, and to explain our ABC Competency Framework and why it is important.

We are here to lead, support and inspire all those involved in gymnastics and this is at the heart of our ABC Competency Framework. Collectively, we create the culture of the organisation and the way in which we behave impacts this. By demonstrating the competencies in this booklet, we’ll ensure British Gymnastics is a great place to work, build positive perceptions of our organisation and help to create lasting success for gymnastics.

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ABC Competency Framework Our ABC Competency Framework captures the key elements of competence required by us all. It is important for us to consider not only WHAT is achieved, but HOW it is achieved.

The framework has been developed taking the following into consideration: • • • • •

The characteristics required to deliver against our strategy How positive behaviours will align to our values What differentiates us from our competitors The impact that negative behaviour has on our organisation, staff and customers The skills, knowledge and attitudes that will contribute most to our success

It is comprised of the following: • Aspirations: what we are working to achieve (values, objectives, goals or priorities) • Behaviours: what is observed by others as we carry out our day to day work • Characteristics: the knowledge, skills and attitudes that enable us to demonstrate the behaviours

What we work towards Situational factors

Aspirations Behaviours

What we see

Our skills, knowledge and attitudes

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Characteristics

The ABC Competency Framework captures the key competencies that we believe should be demonstrated when undertaking role specific tasks and are key to our performance management practices.

We believe it is important to consider not only ‘if’ a task has been completed, but ‘how’ it was completed. Not giving appropriate weight to the ‘how’ could be damaging to the organisation.

The framework, along with the use of the Cascade system, is intended to be a useful mechanism to: • support the setting of objectives in line with our organisational priorities • focus on the characteristics (knowledge, skills and attitudes) that would benefit our continued development • focus on the behaviours that we are required to demonstrate effectively • capture evidence of appropriate and inappropriate behaviours • assist in rating performance • support coaching-style conversations

Aspirations Aspirations can relate to our values, objectives, goals or priorities, and provide us with direction. This energises and motivates us to perform well.

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Behaviours Positive behaviours are what we see when we have the appropriate characteristics to carry out a specific role, and are using them effectively to work towards our aspirations.

We have organised our behaviours into four separate groups that align to our brand values, with behavioural statements beneath them that demonstrate how a specific characteristic could be observed (See Appendix A).

These behaviour groups are: • How we manage ourselves • How we provide direction • How we work with others • How we move forward Not all behavioural statements will be relevant to all roles across the organisation and it is important that we select the right ones to talk about.

If we are unable to demonstrate the right behaviours and / or characteristics (skills, knowledge and attitudes), this should be identified and used to focus development.

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Characteristics Characteristics are needed for us to be successful in our roles. We have organised our characteristics into three separate categories which influence how, as individuals, we behave.

These categories are: • Skills e.g. communications skills • Knowledge e.g. understanding of a specific process • Attitudes e.g. treating others with respect The specific characteristics within in the ABC Competency Framework may change year on year depending on the strategic priorities of the organisation or other external influences.

Situational factors Situational factors exist within the environment that surrounds us. They are influences that are beyond our control but may have an impact on the behaviours that we demonstrate.

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Using the ABC Competency Framework Our Performance Evaluation process is a vital element of our business planning cycle and the ABC Competency Framework supports us to identify our strengths and learning and development needs, and to enable the achievement of our objectives.

We have an annual performance evaluation in March/April of each year, with an interim review in September/October.

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Agreeing performance expectations At our Performance Evaluation meeting in March/April, we will agree our objectives and characteristics for the year ahead.

This meeting also provides a good opportunity to review our role profile to ensure that it is still relevant to our role. Sometimes, changes in department plans, a new strategic priority or the evolution of our role can require our role profile to be updated. When reviewing this, our Line Managers must consult with HR about any proposed changes.

Objectives and characteristics are recorded in Cascade and should be reviewed on a regular basis throughout the year in one-to-ones.

Objectives The ‘A’ of our ABC Competency Framework relates to our aspirations. This includes objectives, which should be set once a year and reviewed formally twice a year.

Our objectives may contribute towards the strategic priorities, help to embed our values, drive diversity or improve customer focus. Others may be more related to our individual development or to our departmental plans.

Objectives should be mutually agreed with our Line Managers and should be based on individual and organisational needs.

We should agree between two and four SMART objectives that will stretch and motivate us.

A coaching approach may be useful in these conversations to establish our objectives, to encourage discussion and to improve our thinking.

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Characteristics The ABC Competency Framework contains characteristics made up of the relevant skills, knowledge and attitudes that underpin our values and behaviours.

We should select four characteristics to develop throughout the year – our Line Managers may have a view on which characteristics we should focus on.

There may be times when one of our characteristics is set as mandatory for all staff e.g. ‘continual learning’ or ‘customer focus’.

When thinking about the development of characteristics (skills, knowledge and attitudes), consider those that continually stretch us to improve how we do things.

Don’t be tempted to select characteristics that are already well demonstrated.

Mid year/end of year performance evaluations Performance Evaluation meetings should be held after 6 months and 12 months to review our progress and submit scores in relation to the achievement of our objectives and the development of our selected characteristics.

Our behaviours are displayed in ‘how’ we go about our daily work and ‘how’ we achieve our objectives. The behavioural statements that are detailed beneath each of the characteristics in the ABC Competency Framework should be referenced to demonstrate what has been observed.

Comments should be put into the Cascade system by our Line Managers during these two-way conversations, which will then be reviewed by both parties.

This scoring will feed into the algorithim for the Performance Evaluation which will calculate an end of year result.

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Throughout the year Regular one-to-one conversations with our Line Managers throughout the year help to explore any challenges or barriers to achieving set objectives and review progress against selected characteristics and behaviours. Line Managers may adopt a coaching approach to these conversations when appropriate.

A screen has been developed in Cascade that provides the opportunity for one-to-ones to be recorded, which also includes a section to capture our development needs.

We’re all expected to have some development needs – even if these are due to a change in legislation or an internal system change. Once agreed with our Line Managers, our development needs will feed into the Learning & Development department to review and prioritise the requests in line with the strategic priorities and departmental plans.

We must all be open to continual development in the way we work and behave which forms the basis of the Performance Evaluation.

We might also think about our career aspirations and discuss these with our Line Managers. It is important to consider where we want to be and what support we might need to help us get there.

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Appendix A – Behavioural statements Ability to influence How we manage ourselves

How we provide direction

How we work with others

How we move forward

Engages with key stakeholders to gain their commitment and support

Creates a shared sense of purpose to achieve goals

Actively encourages others to Sets clear priorities to enable express their views and share change their knowledge or wider understanding

Uses appropriate interpersonal skills to engage others

Quickly responds with suitable alternative paths when needed

Uses facts, reasoning and expertise to persuade others to achieve together

Identifies and prioritises key issues to support decision-making

Uses clear arguments and supporting rationale to gain acceptance for ideas/ proposals

Communicates in an engaging and compelling way, leaving a clear and memorable message

Makes the complex or ambiguous clear for others enabling people to participate in debate and discussion

Develops and pursues a strategic internal and external influencing plan to achieve goals or objectives

Uses own influence positively to achieve constructive and beneficial outcomes

Encourages innovation by creating the right climate for thoughts and ideas

Recognises and celebrates Seeks out and uses the successes of others to appropriate tools for encourage future endeavours continuous improvement

Attention to detail How we manage ourselves

How we provide direction

How we work with others

How we move forward

Takes responsibility for the accuracy and completeness of own work to ensure high-quality outputs

Sets high standards and ensures realistic timescales and resources are available to meet them

Appropriately monitors the details and quality of others work to ensure relevant standards are met

Monitors progress and evaluates delivery appropriately to challenge and change when needed

Demonstrates passion for doing the job well to achieve quality outputs

Communicates the reasons for deadlines to maximise support for achieving them

Involves others appropriately in checking or testing accuracy of own work

Provides feedback to develop others’ self awareness of their standards and approach to work

Allows sufficient time and resources to self review ensuring accuracy of work

Checks and challenges when things don’t look or feel right to ensure alignment to relevant standards

Provides accurate and appropriate support, information and guidance to others to achieve objectives

Checks own and others’ understanding of tasks and goals to ensure accurate delivery

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Being a role model How we manage ourselves

How we provide direction

How we work with others Applies sound personal judgement in dealing with sensitive or critical information respecting confidentiality

How we move forward

Delivers on commitments without the need for follow up

Encourages others to act in line with organisational standards and frameworks

Accepts responsibility and takes remedial and developmental action when mistakes are made

Sets out standards and values Considers the wider plans, for managers and peers and not preoccupied with own holds people accountable for agenda their actions

Takes ultimate accountability for decisions and actions of team or project addressing any concerns promptly

Consistently leads by example, by acting with integrity and impartiality

Acts with integrity, impartiality and independence balancing personal, organisation and legal parameters

Handles emotive issues with sensitivity, applying judgement to identify a constructive path forward

Considers impact on individuals during interactions to foster good relationships

Manages any conflict between individuals and teams skilfully to encourage harmonious working relationships

Budget management How we manage ourselves

How we provide direction

How we work with others

How we move forward

Makes use of the internal systems and processes to ensure effective budget management

Creates an environment where there is shared responsibility for budget preparation

Recommends appropriate efficiencies to achieve better value or results

Ensures resources are allocated effectively in order to achieve strategic objectives

Is well prepared for budget meetings and is able to articulate the detail behind the headline numbers

Reviews budgets regularly with relevant team(s) and reforecasts in a timely manner

Communicates budget rationale to share understanding of decisions made

Identifies areas for budget investment to ensure objectives can be achieved

Estimates return on investment to ensure optimal resource allocation

Demonstrates accountability for over and underspend of budget accounting for any corrective action

Is considerate of others and their needs when competing for resources to support critical functions

Ensures budget spend aligns with the organisation’s priorities to ensure a holistic approach to financial management

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Coaching and mentoring How we manage ourselves

How we provide direction

How we work with others

How we move forward

Develops relationships with participants or others based on honesty to gain mutual trust and respect

Communicates plans with participant to understand individual or shared goals

Builds relationships with participants/colleagues so that coaching efforts are received in a positive developmental manner

Seeks out latest methods and skills for continuous self improvement

Prepares in advance with the ability to adjust dynamically

Highlights performance strengths and weaknesses by giving factual, specific, non-judgmental feedback

Takes the time to understand Makes long term plans to the background and personal meet the overall objective circumstances to get the best out of the situation

Shows self-awareness and impact on others to ensure right culture

Uses appropriate style and language in a considered way to accommodate different dispositions

Actively supports others to work beyond their comfort levels and try new techniques in a safe way to enhance success

How we manage ourselves

How we provide direction

How we work with others

Identifies and pre-empts any potential sources of conflict, encouraging collaboration

Acts to address organisational needs, rising above the demands of any one stakeholder or influential group

Gets to know individuals, and respects their skills, interests and motivations, to work together effectively

Applies understanding of others to build effective teams

Builds relationships with stakeholders for the good of the organisation

Brings people with complementary skills, interests and viewpoints together, ensuring the work benefits from a diverse input

Ensures the right people are involved at the right time to optimise progress and outcomes

Builds strategic relationships with external stakeholders for the good of the organisation

Passes on information promptly keeping colleagues up to date

Promotes a team ethos across organisational boundaries to ensure best results for the organisation not just the team

Encourages others to speak and actively listens, showing respect for others’ points of view

Resolves conflicts by recommending mutually acceptable solutions

Changes behaviour in response to feedback from others to become more effective

Makes a positive Shows sensitivity and respect contribution to the team, for others’ feelings, cultures, supporting colleagues in their beliefs or backgrounds day-to-day work

Shares own knowledge and experience with others for mutual benefits

Collaboration

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How we move forward

Recognises sensitive or controversial situations and plans how best to handle them

Commercial awareness How we manage ourselves

How we provide direction

How we work with others

How we move forward

Diligently lays the groundwork for meetings with 3rd parties by taking the time to properly prepare

Assesses the return of possible courses of action in order to better persuade others

Informs others of pertinent information in a timely manner to ensure planning can be optimised

Regularly reviews the commercial performance of a product or programme, ensuring that the commercial perspective is heard

Ensures actions are followed up on in a timely manner by keeping accurate records of meetings

Demonstrates curiosity by keeping up to date with contemporary thinking, ensuring the organisation remains relevant

Freely shares expertise with others to broaden the organisation’s thinking in this area

Seeks to contribute to the development of the organisation’s strategy to ensure that we are always looking forward

Demonstrates a balanced approach to driving commercial objectives through the awareness of competing agendas

Demonstrates a customer focus by advocating for choices that consider customer behaviours and motivations

Takes on aspects of work which might be outside of the remit of the role profile to help drive the bigger objectives

Supports the organisation to challenge its existing commercial thinking through the provision of alternative examples of how things are done in other sectors

Communication How we manage ourselves

How we provide direction

How we work with others

Communicates in a clear and effective manner to ensure clarity of message

Communicates alternatives to maximise likelihood of success

Actively listens to others taking an interest in what they have to say

Selects and uses appropriate tools and technology to optimise communications

Ensures that communications Listens to other people’s ideas Fosters internal and external are appropriate to audiences and thoughts to improve own partnerships and alliances to to ensure they are well understanding benefit the organisation received and understood

Conveys ideas and facts using Ensures that communications Assembles and disseminates language the audience or meet relevant regulations, information that enables reader will best understand guidelines or standards others to meet their objectives

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How we move forward Shows understanding through listening to what others say and responds effectively

Evaluates and promotes communication strategies that support improvement and growth

Composure How we manage ourselves

How we provide direction

How we work with others Projects a positive image when representing the organisation to enhance its reputation

How we move forward

Demonstrates poise, agility and patience to minimise the impact of uncertainty and change on others

Provides reassurance and information to help people feel safe and secure

Inspires confidence by appearing calm and in control under challenging circumstances

Demonstrates inclusive Demonstrates appropriate behaviour when interacting body language, tone and with staff and the community attitude to manage different situations

Seeks out and values others views and opinions to enable high quality decision-making

Treats others with dignity to promote a culture of respect

Mentors others to be calm under pressure by offering support and guidance

Demonstrates respect for all individuals and their points of view, to establish a culture of respect

Shows a personal commitment to create a hospitable and welcoming environment for all

Values and promotes maximum use of workforce diversity, skills, experience and knowledge

Continual learning How we manage ourselves

How we provide direction

How we work with others

Shows commitment to developing competence through Continuous Professional Development to benefit self and organisation

Plans Continuous Professional Development with clear outcomes and milestones to track progress

Shares learning in communities of practice, in order to generate greater insight and exchange of ideas

Shows an active interest in the internal and external environment in order to address any gaps in knowledge or skills

Uses a combination of approaches, ideas and techniques that helps learning and growth

Creates opportunities to translate theory to practice to ensure return on investment in learning

Comfortable to learn from others, benefitting from their experience

Demonstrates applied learning in various contexts to improve individual and organisational performance

Finds and maximises opportunities for growth and development from multiple sources

Steps outside of own comfort zone to ensure growth development

Learns through feedback and iteration building on prior knowledge and experience

Measures return on investment to ensure future learning interventions are appropriate

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How we move forward

Courage to challenge How we manage ourselves

How we provide direction

How we work with others

How we move forward

Shows courage and confidence to speak up skilfully, challenging others even when confronted with resistance or unfamiliar circumstances

Shows confidence in own knowledge, abilities and judgements in order to make decisions

Adopts a questioning approach to clarify or more fully understand an issue

Builds close partnerships with senior leaders, providing safe environment for difficult conversations

Remains calm and stands by decisions in the face of opposition or resistance, addressing challenges appropriately

Observes, listens, questions and challenges to ensure full discussion

Intervenes in lengthy process or excessive debate to draw conclusions and reach a decision

Takes a visible lead in progressing a disputed issue or ethical dilemma for the benefit of the organisation

Prepared to challenge own thinking and internal status quo

Has difficult conversations and not afraid of confrontation whilst remaining professional

Makes own position clear in debates early on and backs it with relevant professional knowledge

Helps to uncover pertinent facts to move a debate forward expediently

Creativity How we manage ourselves

How we provide direction

How we work with others

Generates ideas for improvement and practical solutions to problems

Actively seeks and encourages Finds solutions that are innovation and creative acceptable to stakeholders thinking to support with conflicting interests organisational development

Challenges the conventional ways of doing things in a respectful way

Recognises and rewards creativity to encourage innovation

Continually challenges self to Builds on and develop skills and expertise to prioritises good ideas from improve overall capability others to achieve the best outcome

How we move forward Implements and integrates new methods and technologies to enable progress

Exchanges ideas to help make Considers practical sound decisions and improve implications of own and processes others ideas to enable implementation Creates the right environment to encourage others to contribute creatively

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Promotes and sponsors a culture that supports continuous improvement and innovation

Customer focus How we manage ourselves

How we provide direction

How we work with others

How we move forward

Deals with customer enquiries expediently, ensuring all queries are answered aiming for first time resolution

Gives specific and clear instructions to ensure customers have all relevant information

Works collaboratively with stakeholders to understand their requirements before moving forward with key decisions

Regularly reviews and monitors our services to identify opportunities for improvement

Follows up with agreed actions in a timely manner to meet or exceed customer expectations

Demonstrates an understanding of the business needs of the organisation and can explain this in a way that relates to the customer

Listens to customers and uses their views in all stages of planning to ensure best outcomes for customers

Establishes systems that communicate customer insights among employees to develop understanding of customer needs

Uses the right communication skills to deliver difficult messages to customers and stakeholders in the appropriate way

Actively recognises and Promotes understanding of rewards customer-focused why customer service matters behaviour to promote a culture of customer centricity

Views situations from the perspective of the customer and uses insights to improve the customer experience

Seeks customer feedback to ensure all needs have been fully met

Provides customer status reports and progress updates to keep relevant people informed

Seeks ways to improve service delivery and makes recommendations accordingly

Establishes a team approach to providing exceptional customer experience

Decisive thinking How we manage ourselves

How we provide direction

How we work with others

Demonstrates the ability to analyse and understand data and information quickly in order that decisions can be made in a timely manner

Encourages and empowers others within the team to ensure meaningful collaboration

Encourages contributions of all staff to improve engagement, performance and productivity

Makes informed decisions that take into account the facts, goals, constraints and risks

Identifies the key questions to Is assertive where ask in complex situations in appropriate, recognising order to provide direction the difference between confidence and arrogance

How we move forward Provokes the organisation to address complex or sensitive issues and guides management to address sustainable solutions Balances and prioritises competing needs to deliver effectively in a changing environment

Demonstrates self-awareness Develops fresh ideas that that leads to balanced provide solutions to thinking about which tasks workforce challenges to take on and not take on within a body of work

Recognises the need for staff to be able to fail safely, in order to overcome fear

Takes decisions in a strategic context where there are unknowns, always mindful of existing and emerging organisational priorities

Uses previous experience, standard procedures and common sense to make decisions

Creates an environment where others can make decisions by clarifying roles and responsibilities and providing appropriate support

Sees macro connections, relationships and opportunities which others miss

Identifies scope of own and others’ decisionmaking authority and works appropriately within this to move forward resolutions for organisational issues

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Delegation How we manage ourselves

How we provide direction

How we work with others

How we move forward

Allocates tasks in ways that enable appropriate planning, avoiding unnecessary pressure

Provides the support, guidance and instructions to enable others to succeed

Engages appropriately with the progress of task execution

Provides learning and development opportunities through appropriate delegation

Discusses work plans to ensure engagement and understanding

Chooses the best person for the job to ensure success and appropriate staff development and supports accordingly

Gives constructive feedback to enhance future performance

Monitors progress of task execution to ensure quality assurance

Openly discusses own workload with Line Manager to ensure expectations can be met

Shares the reasons for tasks so that others understand why they are being asked to do them

Allocates appropriate parts of Applies learning from past tasks to others to maximise successes and failures to efficient use of resources develop more effective delegation

Delegates appropriately to ensure good personal time management

Specifies outcome desired to ensure staff know what is expected and are able to deliver

Gives recognition to others where it’s deserved

Demonstrates willingness to delegate whole task when appropriate to do so to encourage motivation and performance

Embracing change How we manage ourselves

How we provide direction

How we work with others

How we move forward

Tries new ideas and takes on board change to develop capability

Communicates change in a Anticipates and understands clear and helpful way to avoid others’ resistance to change any uncertainty to reduce barriers

Seeks out opportunities to change things for the better

Promotes culture and practices which facilitate the implementation of change

Shares insights and thinking to create a sense of shared vision and excitement for change

Involves others early in the change implementation process to increase commitment

Actively identifies affected people and assesses their readiness for change

Provides regular, relevant information to keep people up-to-date and engaged

Understands why changes in the past have been successful or unsuccessful and applies learning

Demonstrates the ability to Helps others see the lead change with authenticity organisational and personal benefits of the change

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Emotional intelligence How we manage ourselves

How we provide direction

How we work with others

How we move forward

Does not dominate the conversation, in order that others feel that their contribution is valued

Shows the ability to understand how others feel and has a grasp of how to respond where appropriate to do so

Is fair, considerate, and tactful Works with individuals to be with colleagues, clients and more resilient and mindful to subordinates overcome obstacles

Uses awareness of own emotions to manage personal behaviour and relationships

Possesses emotional awareness, sensitivity and the skills that help stay positive to maximise well-being

Uses outer-intelligence to read, sense and manage relationships with other people

Uses emotional intelligence to solve problems

Manages emotions in order that they facilitate the task at hand

Offers guidance to illustrate what it takes to be successful by redefining what that means to the individual

Cultivates rapport with a broad diversity of people to self-manage effective relationships

Is mindful of own emotional intelligence capability to identify areas to build on

Insight led How we manage ourselves

How we provide direction

How we work with others

How we move forward

Takes the time to assess different options when making decisions on which tasks to prioritise

Encourages others to be customer centric through the provision of customer insight at key opportunities

Seeks deep understanding of requests and briefs to ensure the best quality of information is returned

Keeps abreast of industry trends, making recommendations to ensure that British Gymnastics stays current

Presents information in a way that adds value to the recipient

Proactively seeks out opportunities to share information across projects and teams, so the organisation is better informed

Supports others to be curious and to ask difficult questions to ensure that the organisation’s outputs meet genuine customer needs

Identifies the root cause of any issue or challenge with a view to ensuring that the same issue or challenge is not encountered twice

Acts consistently and with due care when dealing with information, in line with legislation and organisational processes

Shares changes to legislation or pertinent legal precedent with a view to improving existing processes

Is transparent about the way in which information should and should not be used, so that people are not at risk of a data breach

Regularly reviews lessons learned, encouraging changes to process, to ensure a culture of continuous improvement

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Open mindedness How we manage ourselves

How we provide direction

How we work with others

How we move forward

Seeks out and considers new or different ideas and opinions to test own knowledge and understanding

Inspires others to appropriately challenge the status quo to look for alternatives

Encourages critical thought and discussion to challenge own and others’ ways of working

Creates flexible plans and is willing to adapt them to address changes in priority or external environment

Tries out and evaluates new ways of working to ensure continuous improvement

Encourages input and discussion when making decisions to gain a wider perspective

Seeks and listens to others’ ideas and opinions to test own views and identify opportunities

Brings new thinking and ideas into the business to support innovation and improvement

Adapts easily to new experiences and ideas to stay current

Creates a safe environment Welcomes others’ ideas and for staff to experiment, opinions without prejudice to and learn new skills and improve own understanding knowledge to improve overall competency

Considers a variety of alternatives to solve problems

Performance management How we manage ourselves

How we provide direction

How we work with others

How we move forward

Prepares in advance for performance conversations to ensure productivity

Encourages others to seek support to improve performance

Encourages team working to enhance performance

Articulates a clear vision for the future of British Gymnastics

Engages in ongoing dialogue regarding performance to benefit individual and organisational performance

Provides regular and constructive feedback on performance

Shows an awareness and understanding of what obstacles prevent others from performing and supports accordingly

Contributes ideas and suggestions for initiatives in line with organisational objectives

Seeks support in a timely manner where required

Sets realistic deadlines to ensure accomplishment of goals or objectives

Encourages upward feedback to build a relationship of trust

Uses appropriate policies and procedures to ensure a consistent approach across the organisation

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Personal credibility How we manage ourselves

How we provide direction

How we work with others

How we move forward

Identifies and pursues opportunities to do work which provides new experiences or stretches existing skills

Provides advice and guidance Develops others’ capability to to colleagues fostering a deliver against organisational reputation as being a source needs of reliable support

Shows enthusiasm to broaden own capability to meet strategic and organisational requirements

Provides subject matter expertise in a helpful and meaningful way

Acts as a role model for continuous learning, to build on professional and organisational knowledge

Provides regular formal or informal development support to peers in the organisation

Creates a shared learning and knowledge transfer environment to support continuous improvement

Applies theoretical and practical knowledge and expertise to create solutions

Offers sensible and impartial advice and is considered as wise counsel

Builds trust of employees and managers by behaving in a fair and consistent manner

Provides a strategic perspective to ensure organisational growth

Project management How we manage ourselves

How we provide direction

How we work with others

How we move forward

Takes responsibility for compliance with project management protocols

Sets clear direction and expectations relevant to project to achieve deliverables

Demonstrates an understanding of when to involve others to ensure a collaborative effort

Seeks wider understanding to inform decision making

Remains professional under pressure by maintaining self-control

Shows a good balance of challenge and support to ensure the integrity of the project

Regularly checks team’s understanding and agreement

Functions effectively in uncertain or stressful situations to enable progress

Identifies and secures resources needed to complete the project

Articulates timing necessary to optimise resource usage

Demonstrates and promotes flexibility to meet changes to competing priorities and needs

Learns from experience to benefit future developments/ projects

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Sport at the heart How we manage ourselves

How we provide direction

How we work with others

How we move forward

Demonstrates engagement, enthusiasm and flexibility to help promote and deliver our sport

Ensures that British Gymnastics brand is promoted and represented positively to enhance our reputation

Makes an effort to support British Gymnastics events, festivals and initiatives

Identifies opportunities to innovate, explore or develop new opportunities for gymnastics

Actively supports British Gymnastics events, festivals and initiatives

Supports and encourages volunteers, beginners and others to engage with the sport

Engages people and groups into our sport to increase provision and participation

Advocates for British Gymnastics with influencers and decision makers

Demonstrates understanding of the British Gymnastics brand and implements in own work

Encourages colleagues and others to engage with our sport to enhance understanding and support for events, clubs and initiatives

Presents a positive image and lives the company values when representing British Gymnastics

Suggests new ways to engage colleagues and others in the delivery of our sport

Strategic thinking How we manage ourselves

How we provide direction

How we work with others

How we move forward

Asks questions to decide how Positively champions work aligns to the strategy in significant change initiatives order to prioritise within the organisation to encourage others to do the same

Helps others to understand their role in achieving the strategy

Is self driven to achieve deadlines, and questions themselves and the wider team to maintain forward momentum

Prepares well for strategic discussions by reviewing any relevant documents to better contribute to the debate

Asks constructive questions about what British Gymnastics is doing and why, to ensure that work is strategic, and that the strategy remains relevant

Supports others to achieve their strategic priorities by backing their ideas and initiatives

Plays a part in the evaluation of strategic change, in order to inform future projects

Remains strategically focused allowing appropriate time and resources to realise objectives

Has the courage to present counter-arguments when change initiatives are resisted to create advocates

Encourages others to express their point of view when discussing change initiatives to ensure outcomes are balanced

Articulates clearly the benefits of new initiatives, driving positive energy for change

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Time management How we manage ourselves

How we provide direction

Illustrates a conscious process Clearly articulates priorities to of planning and controlling manage expectations the amount of time spent on a particular task

How we work with others

How we move forward

Time blocks non negotiable appointments to avoiding overlapping appointments and disappointment to others Â

Determines what the barriers are to completing tasks on time in order to improve time management

Creates enough time for what Ensures others understand Uses technology to stay matters in order that quality wider time commitments to connected and organise time work can be produced ensure realistic expectations effectively about task completion are set

Chooses the right tools to manage the task, balancing efficiency and effectiveness

Eliminates distractions before Sets clear goals in order that Asks others to help in order beginning tasks steps are taken to accomplish to get the job done where them relevant to do so

Knows when a task is unrealistic and steps back to make necessary adjustments

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