GRNSW Capability Framework 2025

Leading

CAPABILITY FRAMEWORK EXPECTED BEHAVIOURS

LEVELS

CAPABILITY FRAMEWORK EXPECTED BEHAVIOURS

We’re AT ALL

Leading at all levels in capability that delivers to our People, Pups and Participants.

self leading 2 GREYHOUND RACING NSW

CONTENTS Intent .........................................................................................................4 Values Based ..........................................................................................5 Leadership Behaviours .......................................................................6 Leadership Behaviours at all Levels .............................................. 7 Integrity - Leadership Behaviours at all Levels .........................9 Collaboration - Leadership Behaviours at all Levels ............ 13 Accountability - Leadership Behaviours at all Levels ............17 Respect - Leadership Behaviours at all Levels ....................... 21 Excellence - Leadership Behaviours at all Levels .................. 25

leading leaders C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 3

INTENT The intent of GRNSW Capability Framework is to clearly communicate the expected behaviours from each of our leadership roles, from Leading Self to Leading Organisation.

Each of us contribute and make a difference collectively at various levels of leadership.

By clearly outlining levels of individual leadership ownership, our intent is to build an informed and capable workforce that delivers to our People, Pups and Participants.

The Capability Framework establishes a shared clear language, provides a benchmark of expected behaviours, and acts as a common tool to reference.

Practical application of the Capability Framework will be applied to:

3 3 3 3 3

Job Descriptions Job Advertisement Performance Reviews Coaching for Performance Rewards and Recognition

4 GREYHOUND RACING NSW

VALUES BASED GRNSW has intentionally developed a Capability Framework that links our leadership levels to our values.

From Leading Self to Leading Organisation in our day to day, to delivering against our Strategic Plan, we will behave with; Integrity Collaboration Accountability Respect Excellence

T

E

G

RI

TY

COL

LA

BO

R

A

T

IN

3 3 3 3 3

IO

N

EXCEL

A C C O U N TA

NG ORGANISA ADI TIO LE N ING FUNCTI D A O LE N G LEAD ADIN ER LE S NG PEOP I D A LE LE ING SE AD LF LE

Y

E

LI T

NC

BI

LE RESPECT

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 5

LEADERSHIP BEHAVIOURS Key examples of Effective Behaviours and Non– Effective behaviours have been listed against each value and leadership at all levels.

They provide a clear guide for the behaviours GRNSW consider will make a difference in all we do in Leading Self to Leading Organisation.

‘‘

Making a difference in all we do…

6 GREYHOUND RACING NSW

LEADERSHIP BEHAVIOURS AT ALL LEVELS

Leading Organisation Leading Function Leading Leaders Leading People Leading Self INDIVIDUAL OWNER

SUPERVISOR + SPECIALIST

MIDDLE MANAGERS + SPECIALIST

SENIOR LEADERS + SPECIALIST

EXECUTIVE CEO + DEPT HEAD

Level 1-2

Level 3-4

Level 5-6

Level 7-8

Level 9-10

1-2 + Years Experience

3-4+ Years Experience

5-6+ Years Experience

7-8+ Years Experience

9-10+ Years Experience

Course or Certificate

Course, Certificate, Diploma (or undertaking)

Course, Certificate, Diploma, Degree. (or undertaking)

Diploma, Degree, MBA Industry membership or qualification

Diploma, Degree, MBA Industry membership or qualification

The basis of all effective leadership includes knowing oneself and encompasses all individual contributors.

Individual contributors are typically members of teams.

The leaders of individual contributors.

Often focused on the frontline of service provision, teaching delivery, or research endeavour.

Hands-on leadership support, direction and counsel.

Contributing and advancing the vision of the Organisation.

Invested team leaders who in undertaking their own roles also exercise leadership skills in leading and or influence others.

These leaders are pivotal in getting the work done through their leaders and teams.

These leaders integrate crossfunctional perspectives, convert strategic intent to operational requirements, and manage the achievement of work outcomes through multiple layers of complexity.

Defining the vision for the Organisation and providing the resources to build toward the future. Acts with intentional knowledge of self and others in decision making.

Responsible for their individual reputation, profile and the Organisation brand.

Responsible for their individual reputation, and profile and the Organisation brand.

Responsible for their individual reputation, profile and the Organisation brand.

Strong leadership role; They may facilitate inter-team activities and projects, supervise a group of other leaders and/ or provide leadership through their technical or specialist skills.

Ensure capability is attracted, developed and retained to meet people and organisational objectives.

Guide and steer the Organisation, taking responsibility and accountability for a range of programs and services.

Contributes and ensures strategy innovation, governance and compliance of execution.

Strategy innovation, governance and compliance of execution.

Is it happening?

Is it working?

Is it being celebrated or improved?

These leaders encompass what it means to be an effective individual, in service, collaboration, and support to others.

These leaders are having a clear and balance focused of getting things done themselves and with their teams.

Responsible for their individual reputation, profile and brand.

Responsible for individual reputation, profile and brand.

Participates in company brand building initiatives and external goodwill.

Supports initiatives that build Organisation goodwill and brand awareness.

Apply skills to meet established needs and targets as defined or directed.

Well-developed skills; Responsible for the work of others.

These leaders are strong in their resolve through their interactions with internal and external influences, balancing trade-offs when making decisions in the absence of complete information.

Actively advocates internal and external goodwill for the Organisation.

Responsibility and accountability beyond self-performance.

Roles of some responsibility and accountability.

Roles of considerable responsibility and accountability.

Roles that hold critical responsibility and accountability.

Roles with considerable responsibility and accountability.

Knowledge and skill for immediate role.

Requires a moderate level of extension, skill, experience or knowledge.

Requires a strong level of extension, skill, experience or knowledge.

Advanced level of extension, skill, experience or knowledge.

Highly advanced level of extension, skill, experience or knowledge.

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 7

LEADING SELF

8 GREYHOUND RACING NSW

‘‘

‘‘

We demonstrate a consistent and uncompromising commitment to the highest personal, professional, and ethical standards.

INTEGRITY

T

C E

G

R

Y T I

IN

GNORGAN INIO T D A S IA NG FUNC LNE A D OIN I A T G E R NLC G LEA U NS IR F ADDE A E LLE GEPEO O DIPNL G E A EP G SE LF GL SDEIN EGA

LEA D LEA ING O DI NG LEA DI N LEA DI N LEAD ILN

integrit

We’re Leading WITH

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 9

INTEGRITY

EFFECTIVE BEHAVIOURS INTEGRITY IN PRACTICE Demonstrates a consistent and uncompromising commitment to the highest personal, professional, and ethical standards.

Demonstrating professionalism and resiliency and act with a stabilising influence by managing our emotions and responses.

Conduct ourselves in a measured and considered manner, behaving in a way which demonstrates honesty and transparency.

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF EFFECTIVE BEHAVIOUR Proactively manages career and professional development in a mutually beneficial partnership with the Organisation.

Sets realistic goals, prioritises work, follows through on tasks, and reports on progress

Consistently behaves in a way that is in alignment with organisational values and Code of Conduct.

Shows awareness of own strengths and areas for development.

Models the value of self-improvement and is proactive in seeking learning opportunities.

Ensures all team members clearly understand their role, connection with the broader outcomes, and what is expected of them.

Remain composed and calm and act constructively in highly pressured and unpredictable environments.

Confronts and deals with inappropriate behaviours, in alignment with organisational values and Code of Conduct.

Identifies and removes potential barriers or hurdles to ongoing and long-term achievement of outcomes.

Consistently use a range of strategies to remain composed and calm and act as a stabilising influence even in the most challenging situations.

Acts with moral courage to make difficult decisions and explains impact of decisions.

Responds to significant, complex and novel challenges with a high level of resilience and persistence.

Demonstrates a consistent and uncompromising commitment to the highest personal, professional, and ethical standards.

Represents the Organisation in an honest, ethical and professional way.

Stay motivated when tasks become difficult.

Complies with legislation, policies, guidelines and Code of Conduct.

Manages leave suitably to balance the needs of self with those of the team.

Cooperates across work areas to improve outcomes for customers.

Drives a culture of integrity through professionalism and resiliency in all areas of the Organisation’s business with both internal and external stakeholders.

Ensures all people, process, systems, and decisionmaking practices are designed with effective governance and compliance measures, along with holding employees accountable.

Guarantees minimum standards of legislative requirements are met without condition.

Ensures strategies that embed communication channels to identify ideas and concerns with confidence and safety.

Represents the Organisation in an honest, ethical and professional way and encourage others to do so.

Develops effective strategies and show decisiveness in dealing with emotionally charged situations and difficult or controversial issues.

Optimises expertise within the Organisation to improve overall performance and delivery of outcomes.

Is fair and transparent in decision-making, ensuring that policies are applied. Remain motivated and focused during times of challenge.

Works effectively in situations of ambiguity and deals with issues that cannot be immediately resolved, with high levels of persistence and resilience.

Consistently takes a holistic and long-term view of challenges and opportunities by scanning the horizon and stimulating discussion.

Sets the tone and model honest, ethical and professional practices across the Organisation.

Finds opportunities to cooperate with internal and external stakeholders to improve outcomes for customers.

Promotes a customerfocused culture in the Organisation and consider new ways of working to improve customer experience.

Ensures that management systems and processes drive service delivery outcomes.

Creates a whole-oforganisation culture that embraces highquality customer service across the Organisation.

10 GREYHOUND RACING NSW

Accepts adversity is a part of any workplace or life situation.

INTEGRITY

NON-EFFECTIVE BEHAVIOURS

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF NON-EFFECTIVE BEHAVIOUR Takes credit for other people’s ideas or achievements.

Has a negative attitude in times of challenge.

Not open to giving or receiving constructive feedback.

Sees training as an unnecessary indulgence as opposed to critical business and staff development.

Retains high levels of control and fails to delegate effectively or makes ineffective requests.

Avoids crucial conversations.

Focuses only on the needs of their organisational unit, neglecting key stakeholders, or missing broader connections, to the overall detriment of the Organisation.

Does not refer concerns about risks upwards or is too afraid to ask the hard questions.

Decisions do not consider risk or impact on whole of the Organisation or other teams.

Maintains a narrow focus with little awareness of how own work attitude impacts others.

Demonstrates a lack of awareness of other teams or staff.

‘‘

Imposes a culture of “my way is the only way” or being closed to new ways to solving problems.

Works in a haphazard fashion, “firefighting”, or frequently changing direction, which results in a loss of organisational momentum.

Loses sight, balance and ignores what is happening in the internal and external environment and the potential consequences for the Organisation.

Unable to balance managing needs of self and others in challenging situations.

Maintains a culture of bureaucracy and hierarchical power within the Organisation.

Limiting transparency in decisions.

Failure to report.

Failure to reflect.

Operates inconsistently and without clarity of intent.

Relies on junior staff to be an emotional support in times of crisis or challenging situations.

Using influence for siloed benefit rather than considering broader influence or impact of others.

Remains composed, calm, acts constructively in highly pressured and unpredictable environments.

‘‘ C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 1 1

LEADING FUNCTION

12 GREYHOUND RACING NSW

‘‘

‘‘

Models an infectious commitment to collaboration that thoughtfully engages collective contribution, and ensures delivery against agreed ideas and practices.

ollaboratio

We’re Leading WITH

O

R

A

O TI

N

ON ATI S I AN TION G R NC S N FU DER A E LE OPL G S E P LGE SELF G F L

ING ORG ALN EA ISD DING FU AITN N LE IOG CA TID OIN O DING LLE EAAD G DEI N N I R D G LEPA ED OIP DILNEGAS N DEI N

CO

LL

A

B

COLLABORATION

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 1 3

A

COLLABORATION EFFECTIVE BEHAVIOURS COLLABORATION IN PRACTICE Proactively builds engaging, positive, and resilient relationships with internal and external stakeholders that allows for the contribution of all to influence successful outcomes. Considers broader factors that are collectively beneficial.

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF EFFECTIVE BEHAVIOUR Uses empathy to build trust and nurture lasting relationships.

Inspires and connects with the values, beliefs, and interests of others.

Seek and respond positively to constructive feedback and guidance.

Uses sound communication skills of active listening, paraphrasing to check for understanding, and appropriate language depending on the audience.

Seeks feedback from colleagues and stakeholders.

Fosters teamwork and rewards cooperative and collaborative behaviour, while resolving conflict using appropriate and respectful strategies.

Listens when ideas are challenged and respond appropriately.

Tailors communication to diverse audiences.

Supports and cares for others by listening, consulting others and communicating sensitively and proactively.

Listens to others to gain an understanding and ask appropriate, respectful questions.

Demonstrates willingness to actively participate in collaborative practices.

Monitors own and others’ non-verbal cues and adapts where necessary.

Writes and prepares material that is well structured and easy to follow.

Engages different perspectives in seeking out root causes and uses a range of techniques to break apart complex problems.

Clearly explains complex concepts and arguments to individuals and groups.

Celebrates success by openly recognising individual and team achievements, and giving credit where credit is due formally and informally.

Creates opportunities for others to be heard, listen attentively and encourages them to express their views.

14 GREYHOUND RACING NSW

Mindful of people, situations, differences, and navigates to achieve effective outcomes.

Delivers influential presentations to all senior stakeholders that hold competing priorities and views.

Negotiates firmly, tactfully, and persuasively in contentious situations to resolve differences and achieve outcome.

Offers support in times of high pressure and engages in activities to enhance morale.

Integrates the deep understanding of one’s discipline with the ability to communicate with people across a broad range of disciplines.

Articulate complex concepts and put forward compelling arguments and rationales to all levels and types of audiences.

Models an infectious commitment to collaboration that thoughtfully engages collective contribution, and ensures delivery against agreed ideas and practices.

Brings the right people together to encourage robust debate and solve complex problems.

Anticipates and addresses key areas of interest for the audience and adapt style under pressure.

States the facts and summarise issues to explain their implications for the Organisation and key stakeholders.

Uses contemporary communication channels to share information, engage and interact with diverse audiences.

Actively engages and coaches people to nurture strengths and contribute to organisational sustainability.

Promotes the Organisation’s position with authority and credibility across all internal areas including to external agencies and stakeholders.

Manages complex communications that involve understanding and responding to multiple and divergent viewpoints.

Quickly establishes credibility, engagement, and partnerships with a broad range of people and Industry. Effectively communicates highly complex issues to a wide range of internal and external audiences with articulation and professionalism.

Approaches negotiations with a strong grasp of the issues, while using long-term and complex plans to influence others.

Engages and negotiate with stakeholders on strategic issues related to government policy, standards of customer service and accessibility, and provide expert, influential advice.

Holds others accountable for working collaboratively to implement strategies that create operational efficiencies.

Establishes meaningful and effective relationships in order to prevent the creation of silos.

Facilitates and participates in the development of progressive human resources, organisational development and training practices through defined employee management mapping of the employee experience and lifecycle journey from hire to retire.

COLLABORATION

NON-EFFECTIVE BEHAVIOURS

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF NON-EFFECTIVE BEHAVIOUR Provides delayed information, keeps people in the dark, or plays favourites within the team.

Fails to listen to others’ ideas.

Fails to take into account the needs of the audience or situation when communicating.

Makes assumptions before seeking to understand and listening and learning from others.

Participation in networks beyond the immediate team is absent or limited.

Relies on positional power (command and control) rather than collaboration.

Making the same argument when it is not working.

Is inflexible or limited in the communication style.

Has a siloed perspective.

Avoids conflict or crucial situations.

Is negative about ideas or concepts without prior discussion or learning.

Is unwilling to work constructively with others.

Speaks negatively to others.

Involves themselves in areas of concern outside their scope of responsibility.

Does not read or engage with the Organisation’s communication strategies.

Working in isolation and being defensive in sharing information.

Fails to contribute to the discussion or represent the views of the team.

Fails to develop communication strategies which anticipate the needs of the audience.

Fails to manage confidentiality.

Fails to communicate decisions, actions or ideas with neutrality, objectivity, and or enthusiasm as appropriate.

Builds relationships with limited contacts, or only with similar stakeholder groups.

Unable to manage conflict or difficult situations with professional communication and due process.

Maintains a culture of bureaucracy and hierarchical power within the Organisation.

Pushing own agenda without fully considering the impacts on others.

‘‘

Does not hold leaders accountable for poor collaborative practices, nor share rationale for decisions.

Not being concise or articulate in communication styles.

Fails to drive preferred employer status and reputation through effective employee value proposition initiatives.

‘‘

Retains information or encourages silo mentality to exert power over others.

Believes (/Thinks) own perspective is the only valid perspective to be considered in decision-making.

....to build confidence at all levels to share and grow from thoughts and ideas.

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 1 5

LEADING ORGANISATION

16 GREYHOUND RACING NSW

‘‘

‘‘

Demonstrates a strong capacity to set the tone of accountability and sense of urgency as needed across the Organisation in being accountable for decisions, actions, behaviours and emotions that can influence or impact others.

ccountabilit

We’re Leading WITH

TA

B

I

T LI

Y

ON ATI S I AN TION G R NC FU ADERS E LE OPL G E P G SELF G

LEA D LEA ING O DI NG LEA DI N LEA DI N LEAD IN

AC

CO

U

N

ACCOUNTABILITY

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 1 7

ACCOUNTABILITY EFFECTIVE BEHAVIOURS ACCOUNTABILITY IN PRACTICE The understanding and willingness to be held to account for our decisions, finances, resources, performance, emotions, behaviours, and attitudes that influence and/or impact others. Act with the highest standards of probity. Accountability to positively respond to change or opportunity with tolerance and flexibility.

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF EFFECTIVE BEHAVIOUR Holds self and others responsible for achieving results and agreed upon targets.

Challenges self and the team to achieve high quality results aligned with goals of the Organisation.

Makes sure others understand that on-time, on-budget, and on-spec results are required and how overall success is defined. Actively seeks, reflects, and integrates feedback to enhance teams performance.

Demonstrates ability to reflect, and integrate feedback to enhance performance of others, showing a strong capacity and willingness to modify responses to situations.

Demonstrates a strong capacity to set the tone of accountability and sense of urgency as needed across the Organisation in being accountable for decisions, actions, behaviours and emotions that can influence or impact others.

Is accountable to raise issues or acts with initiative to respond professionally during periods of change.

Ensures that others are aware of and understand the legislation and policy framework within which they operate.

Acts promptly on reported breaches of legislation, policies and guidelines.

Works effectively in situations of ambiguity and deals with issues that cannot be immediately resolved, with high levels of persistence and resilience.

Identifies and addresses significant risks to the achievement of Organisations objectives.

Leads change while dealing constructively with any resistance in alignment with Organisational values and Code of Conduct.

Holds others accountable to ensure strategies are delivered against.

Translates negative feedback into an opportunity to improve.

Creates a culture that is confident to report apparent breaches of legislation, policies and guidelines and act promptly and visibly in response to such reports.

Is persistent and takes accountability for positivity in times of unexpected change.

Identifies underlying causes for lack of success, which may or may not involve self, and takes action to ensure future success.

Uses situational adaptability in being accountable to unique and unexpected circumstances of the moment.

Recognises and reports misconduct and illegal and inappropriate behaviour.

Monitor ethical practices, standards and systems and reinforce their use.

Recognises and reports misconduct and illegal and inappropriate behaviour.

Recognises and reports misconduct or illegal or inappropriate behaviour. Seek support where required to address this within teams.

Is flexible to the needs and priorities of others.

Supports implementation of organisational change once the decision to change has been made.

18 GREYHOUND RACING NSW

Acts to prevent and report misconduct and illegal and inappropriate behaviour.

Anticipate and take action to address the emotional impacts of change, including being open to ongoing feedback.

Show a strong capacity and willingness to modify practices to ensure ethical and professional standards are met.

Puts sound plans in place to ensure change management is successful and achieves the desired outcomes.

ACCOUNTABILITY

NON-EFFECTIVE BEHAVIOURS

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF NON-EFFECTIVE BEHAVIOUR Fails to plan ahead, completes least important task first, misses deadlines, or leaves tasks unfinished.

Is not accountable in balancing focus on either work or on personal wellbeing, at the expense of the others.

Does not take responsibility when mistakes are made or assists to fix errors.

Actively resisting change and seeking to undermine goals, people, plans or projects.

Fails to monitor team or individual performance, or tolerates mediocre service delivery, Not accountable for recognising that employees experience change differently and at varying speeds.

Blames others when things go wrong, saying “it’s not my job”.

Responds to the pressing rather than the important in an ongoing way to the detriment of achieving the strategic goals of the Organisation.

Talks the talk but doesn’t walk the walk in regard to initiatives within the Organisation.

Does not acknowledge and keep the people at the centre of change, does not adopt ‘impact thinking’ in balancing needs of people, process, systems or finances.

Fails to prioritise issues and focusing on too many things at once.

Imposing a culture of “my way is the only way” or being closed to new ways to solving problems.

Does not consider that there may be unintended consequences for different courses of strategic action.

Formally supports changes while informally opposing it.

Fails to seek stakeholders’ views when initiating change.

Actively tried to hide errors / mistakes or missed tasks.

Does not assist team to focus on key critical matters.

Poor planning resulting in missed steps in a process.

Clinging to the past or the status quo.

Passively resisting change by not following through or raising concerns constructively.

Is strongly resistant to change and prefers to maintain the status quo.

‘‘

‘‘

Does not consider risks when taking actions.

Rushing change management initiatives or failing to plan for strategies to support change management impacts.

Accountability to positively respond to change or opportunity with tolerance, and flexibility.

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 1 9

LEADING PEOPLE

20 GREYHOUND RACING NSW

‘‘

‘‘

Creates a safe environment for others to voice and try-out new ideas, by creating space for people to think creatively.

E

RESPECT

S

P

T C E

R

ON ATI S I AN TION G R NC FU ADERS E LE OPL G PE G SELF G

LEA D LEA ING O DI NG LEA DI N LEA DI N LEAD IN

respec

We’re Leading WITH

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 2 1

RESPECT

EFFECTIVE BEHAVIOURS RESPECT IN PRACTICE Respectfully participate in a variety of strategies to provide, receive, and contribute to information exchanges with a variety of people to affect a positive outcome. The ability to respect difference, adjust behaviour and communication style, and consider others’ views. To operate as a collective in eliminating bullying and harassment, ensuring that all employees feel safe, and respected in their roles.

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF EFFECTIVE BEHAVIOUR Is responsive to diverse cultures, backgrounds, experiences, perspectives, values and beliefs.

Promotes and provides for respectful and engaging interactions.

Recognises the positive benefits of respectful behaviours and capitalises on these for the benefit of the Organisation.

Leverages various perspectives across a diverse work force to drive continuous improvement, innovation and delivering outcomes.

Set the cultural tone and pace of the Organisation with ensuring financial and time commitment provisions to embed respectful practices.

Is open to different perspectives and experiences in generating ideas and solving problems.

Looks for practical ways to resolve any barriers to including people from diverse cultures, backgrounds and experiences.

Encourage and include diverse perspectives in the development of policies and strategies.

Commits to the conscious needs of individuals, teams, leaders and the Organisation.

Fosters an inclusive workplace that harnesses respectful practices that are inclusive, promote all values and deliver business outcomes for the Organisation.

Responds constructively to feedback regarding observations of bias in language or behaviour.

Creates a safe environment for others to voice and try out new ideas by creating space for people to think creatively.

Supports initiatives that create a safe space and equitable workplace culture in which differences are valued, to ensure that individuals can participate to their fullest ability.

Defines initiatives that are respectful and ensures their understanding and application.

Proactively plans for the inclusion of diverse perspectives in the development of policies and strategies.

Maintains a tone that is engaging and supporting of others.

Demonstrate cultural sensitivity, and engage with and integrate the views of others.

Champions the Organisation benefits generated by workforce diversity and inclusive practices.

Address non-inclusive behaviours, practices and attitudes within the Organisation.

Drives the design of equitable workplace systems, policies and practices that enable individuals to contribute to their fullest ability.

Inspires others to become respectful leaders by modelling inclusive behaviours in everyday actions.

22 GREYHOUND RACING NSW

RESPECT

NON-EFFECTIVE BEHAVIOURS

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF NON-EFFECTIVE BEHAVIOUR Being closed-minded.

Recruits team without consideration for inclusivity and diversity.

Ignoring non-inclusive behaviours and practices.

Is too familiar in relationship interactions both verbally and written.

Failure to include or model diverse perspectives in strategies or initiatives.

Does not maintain professional boundaries including but not limited to; time, conversation, situation and proximity.

Does not permit others to celebrate diversity.

Demonstrates unconscious bias in practice.

‘‘

Short, intimidating, and obvious in poor behaviour in front of others.

Failure to establish a whole of Organisation approach to respect at work practices.

Is political or opinionated, not maintaining neutrality and professionalism.

Failure to establish safeguards to ensure a respectful and safe working environment.

‘‘

Demonstrating bias or discriminative practices.

The ability to respect difference, adjust behaviour and communication style, in considering others’ views.

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 2 3

24 GREYHOUND RACING NSW

‘‘

‘‘

Demonstrates a strong interest in emerging practices that support the progress of the Organisation.

LEADING LEADERS

L

LE

E C N

C

E

EXCELLENCE

TION A S I AN TION G R NC S U F DER A E LE OPL G PE G SELF G

LEA D LEA ING O DI NG LEA DI N LEA DI N LEAD IN

EX

excellenc

We’re Leading WITH

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 2 5

EXCELLENCE

EFFECTIVE BEHAVIOURS EXCELLENCE IN PRACTICE Seeks to ensure quality service delivering in every role at every level. Actively engages in creative and curious thinking of potential opportunities of continuous improvement. Motivated to critique current practices with a critical lens for the purposes of seeking innovative improvements and or solutions that have a positive and sustainable impact.

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF EFFECTIVE BEHAVIOUR Demonstrates forwardthinking and awareness of the consequences of own actions.

Encourages others to consider the longer term and wider implications of actions.

Constructively questions and challenges the way things have always been done to identify opportunities for improvement.

Considers the risks and consequences of issues and the longer-term impact for their work area.

Supports the purpose, vision, and values.

Promotes the purpose, vision, and values of the Organisation within the team and shifts priorities when necessary.

Collects a variety of data and perspectives to make a choice between potential solutions and then continuously evaluates chosen solution.

Is aware of own assumptions, and challenges self to step outside of rote thinking patterns.

Creates a learning environment that facilitates the identification and development of talent.

Looks to identify how tasks may relate to others.

Coaches others to solve problems that may arise.

Produce, share and encourage new ideas, approaches or insights.

Seeks to understand when challenges may be presented.

Is open to and seek opportunities for organisational improvement.

Encourage teams to challenge “the way we’ve always done things” to increase efficiency and effectiveness.

Creates and offers solutions to problems that may arise.

26 GREYHOUND RACING NSW

Creates a culture which actively encourages problem solving and utilises all information to inform decision-making.

Looks beyond the obvious to identify the deeper significance of activities and events, and constructs critical insights that provide effective resolutions.

Anticipates shifting environments, emerging challenges, and opportunities.

Proactively translates how the strategic direction informs work priorities across the Organisation.

Challenges the status quo by applying operational excellence methodologies that support the development of people management and continuous improvement processes and practices.

Actively encourages a risk-aware culture of innovation and imagination by challenging self and others. Communicates the Organisations current levels of activity and potential future within our internal and external communities.

Use formal and informal decisionmaking to interpret complex information and make decisions with a clear business rationale.

Leverages highly developed selfawareness, is comfortable and challenges accepted norms and incorporates inclusion practices into how business is done.

Engages different perspectives in seeking out root causes and uses a range of techniques to break apart complex problems.

Demonstrates a strong interest in emerging practices relevant to the progress of the Organisation.

Discerns the deeper meaning of what is occurring in any given situation.

Considers emerging trends when contributing ideas to the development of broader initiatives and strategies.

Engages in highlevel critical thinking that identifies links and discerns the underlying issues.

Undertake high-level analysis and industry research to formulate recommendations for the Organisation.

Creates a climate which encourages and supports openness, persistence, and genuine debate around critical issues, opportunities and change.

Consistently scanning the horizon and stimulating discussion about the future.

Capitalises on innovative alternatives to resolve complex problems that may not have been experienced previously. Champion diversity of thought and constructive debate to foster an organisation where we learn, engage and have fun.

EXCELLENCE

NON-EFFECTIVE BEHAVIOURS

Leading Organisation Leading Function Leading Leaders Leading People Leading Self EXAMPLES OF NON-EFFECTIVE BEHAVIOUR Takes little or no account of the impact of decisions on others.

Focuses only on the needs of their organisational unit, neglecting key stakeholders, or missing broader connections, to the overall detriment of the Organisation.

Unable to see long-term plans or influencing factors and cannot operate beyond the operational management level.

Does not allow others to contribute to potential possibilities.

Is not familiar with the broader business context resulting in missed opportunities for product and service differentiation.

Is unclear about how or when to announce strategies and potential projects.

Does not address negative discussions regarding mission, vision and values.

Accepting the status quo rather than harnessing opportunities for improvement.

Does not see the value in the contribution of all levels of the Organisation.

Communicates the strategy and direction of the Organisation in a vague or inconsistent manner.

Maintains a narrow focus with little awareness of how own work impacts others.

Does not know or participate in organisational activities aligned to the values.

Does not apply learned understanding to new experiences.

Talks disparagingly of others contributions.

Does not create solutions, only identifies faults.

Discourages others from raising ideas.

Negatively responds to improvements.

‘‘

Ignores what is happening in the internal and external environment and the potential consequences for the Organisation.

Demonstrates a lack of motivation or ability for solving broad ranging or systemic problems.

Fails to engender a cohesive and highperforming executive and extended leadership team that collectively and effectively executes strategic objectives through their teams.

‘‘

Does not make an effort to understand how their own work contributes to the company’s purpose, vision and values.

Actively engages in creative and curious thinking of potential opportunities for continuous improvement.

C A PA B I L I T Y F R A M E WO R K E X P E C T E D B E H AV I O U R S 2 7

The basis of all effective leadership includes knowing and being responsible for one’s self and encompasses the consideration of all team members.

‘‘