Leading
Leading at all levels in capability that delivers to our People, Pups and Participants.
self
leading
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 Job Descriptions
3 Job Advertisement
3 Performance Reviews
3 Coaching for Performance
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;
3 Integrity
3 Collaboration
3 Accountability
3 Respect
3 Excellence
INTEGRITY COLLABORATION
LEADING ORGANISATION
LEADING FUNCTION
LEADING LEADERS
LEADING PEOPLE
LEADING SELF
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.
AT ALL LEVELS LEADERSHIP BEHAVIOURS
Leading Organisation
Leading Function
Leading Leaders
Leading People
Leading Self
INDIVIDUAL OWNER
SUPERVISOR + SPECIALIST
MIDDLE MANAGERS + SPECIALIST
+
1-2 + Years Experience 3-4+ Years Experience 5-6+ Years Experience 7-8+ Years Experience 9-10+ Years Experience
Course or Certificate
The basis of all effective leadership includes knowing oneself and encompasses all individual contributors. Individual contributors are typically members of teams.
These leaders encompass what it means to be an effective individual, in service, collaboration, and support to others.
Responsible for their individual reputation, profile and brand.
Participates in company brand building initiatives and external goodwill.
Apply skills to meet established needs and targets as defined or directed.
Course, Certificate, Diploma (or undertaking)
The leaders of individual contributors. Often focused on the frontline of service provision, teaching delivery, or research endeavour.
These leaders are having a clear and balance focused of getting things done themselves and with their teams.
Course, Certificate, Diploma, Degree. (or undertaking)
Hands-on leadership support, direction and counsel.
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.
Diploma, Degree, MBA Industry membership or qualification
Contributing and advancing the vision of the Organisation.
These leaders integrate crossfunctional perspectives, convert strategic intent to operational requirements, and manage the achievement of work outcomes through multiple layers of complexity.
Diploma, Degree, MBA Industry membership or qualification
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.
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.
Responsibility and accountability beyond self-performance.
Knowledge and skill for immediate role.
Responsible for individual reputation, profile and brand.
Supports initiatives that build Organisation goodwill and brand awareness.
Well-developed skills; Responsible for the work of others.
Responsible for their individual reputation, profile and the Organisation brand.
Actively advocates internal and external goodwill for the Organisation.
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.
Responsible for their individual reputation, and profile and the Organisation brand.
Responsible for their individual reputation, profile and the Organisation brand.
Roles of some responsibility and accountability.
Requires a moderate level of extension, skill, experience or knowledge.
Roles of considerable responsibility and accountability.
Requires a strong level of extension, skill, experience or knowledge.
Ensure capability is attracted, developed and retained to meet people and organisational objectives.
Contributes and ensures strategy innovation, governance and compliance of execution.
Roles that hold critical responsibility and accountability.
Advanced level of extension, skill, experience or knowledge.
Guide and steer the Organisation, taking responsibility and accountability for a range of programs and services.
Strategy innovation, governance and compliance of execution. Is it happening? Is it working? Is it being celebrated or improved?
Roles with considerable responsibility and accountability.
Highly advanced level of extension, skill, experience or knowledge.
We demonstrate a consistent and uncompromising commitment to the highest personal, professional, and ethical standards.
LEADING SELF
WITH Leading We’re INTEGRITY
INTEGRITY
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 People
Leading Self
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.
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.
Leading Function
Leading Leaders
EXAMPLES OF EFFECTIVE BEHAVIOUR
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.
Confronts and deals with inappropriate behaviours, in alignment with organisational values and Code of Conduct.
Remain composed and calm and act constructively in highly pressured and unpredictable environments.
Consistently use a range of strategies to remain composed and calm and act as a stabilising influence even in the most challenging situations.
Identifies and removes potential barriers or hurdles to ongoing and long-term achievement of outcomes.
Responds to significant, complex and novel challenges with a high level of resilience and persistence.
Drives a culture of integrity through professionalism and resiliency in all areas of the Organisation’s business with both internal and external stakeholders.
Acts with moral courage to make difficult decisions and explains impact of decisions.
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.
Represents the Organisation in an honest, ethical and professional way and encourage others to do so.
Is fair and transparent in decision-making, ensuring that policies are applied. Remain motivated and focused during times of challenge.
Finds opportunities to cooperate with internal and external stakeholders to improve outcomes for customers.
Develops effective strategies and show decisiveness in dealing with emotionally charged situations and difficult or controversial issues.
Works effectively in situations of ambiguity and deals with issues that cannot be immediately resolved, with high levels of persistence and resilience.
Promotes a customerfocused culture in the Organisation and consider new ways of working to improve customer experience.
Optimises expertise within the Organisation to improve overall performance and delivery of outcomes.
Accepts adversity is a part of any workplace or life situation.
Consistently takes a holistic and long-term view of challenges and opportunities by scanning the horizon and stimulating discussion.
Ensures that management systems and processes drive service delivery outcomes.
Ensures strategies that embed communication channels to identify ideas and concerns with confidence and safety.
Sets the tone and model honest, ethical and professional practices across the Organisation.
Creates a whole-oforganisation culture that embraces highquality customer service across the Organisation.
NON-EFFECTIVE BEHAVIOURS
Leading Organisation
Leading Function
Leading Leaders
Leading People
Leading Self
Takes credit for other people’s ideas or achievements.
Has a negative attitude in times of challenge.
EXAMPLES OF NON-EFFECTIVE BEHAVIOUR
Sees training as an unnecessary indulgence as opposed to critical business and staff development.
Avoids crucial conversations.
Not open to giving or receiving constructive feedback.
Demonstrates a lack of awareness of other teams or staff.
Does not refer concerns about risks upwards or is too afraid to ask the hard questions.
Maintains a narrow focus with little awareness of how own work attitude impacts others.
Imposes a culture of “my way is the only way” or being closed to new ways to solving problems.
Retains high levels of control and fails to delegate effectively or makes ineffective requests.
Focuses only on the needs of their organisational unit, neglecting key stakeholders, or missing broader connections, to the overall detriment of the Organisation.
Decisions do not consider risk or impact on whole of the Organisation or other teams.
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.
Remains
composed, calm, acts constructively in highly pressured and unpredictable environments.
Operates inconsistently and without clarity of intent.
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.
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.
Models an infectious commitment to collaboration that thoughtfully engages collective contribution, and ensures delivery against agreed ideas and practices.
LEADING FUNCTION
WITH Leading We’re COLLABORATION
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
Uses empathy to build trust and nurture lasting relationships.
EXAMPLES OF EFFECTIVE BEHAVIOUR
Seek and respond positively to constructive feedback and guidance. Inspires and connects with the values, beliefs, and interests of others.
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.
Listens when ideas are challenged and respond appropriately.
Fosters teamwork and rewards cooperative and collaborative behaviour, while resolving conflict using appropriate and respectful strategies.
Tailors communication to diverse audiences.
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.
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.
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.
Brings the right people together to encourage robust debate and solve complex problems.
States the facts and summarise issues to explain their implications for the Organisation and key stakeholders.
Actively engages and coaches people to nurture strengths and contribute to organisational sustainability.
Manages complex communications that involve understanding and responding to multiple and divergent viewpoints.
Anticipates and addresses key areas of interest for the audience and adapt style under pressure.
Uses contemporary communication channels to share information, engage and interact with diverse audiences.
Promotes the Organisation’s position with authority and credibility across all internal areas including to external agencies and stakeholders.
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 Function
Leading Leaders
Leading People
Leading Self
Believes (/Thinks) own perspective is the only valid perspective to be considered in decision-making.
Fails to listen to others’ ideas.
Makes assumptions before seeking to understand and listening and learning from others.
Is negative about ideas or concepts without prior discussion or learning.
Is unwilling to work constructively with others.
Speaks negatively to others.
EXAMPLES OF NON-EFFECTIVE BEHAVIOUR
Provides delayed information, keeps people in the dark, or plays favourites within the team.
Fails to take into account the needs of the audience or situation when communicating.
Participation in networks beyond the immediate team is absent or limited.
Making the same argument when it is not working.
Has a siloed perspective.
Fails to contribute to the discussion or represent the
Retains information or encourages silo mentality to exert power over others.
Working in isolation and being defensive in sharing information.
Relies on positional power (command and control) rather than collaboration.
Is inflexible or limited in the communication style.
Avoids conflict or crucial situations.
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.
Leading Organisation
Unable to manage conflict or difficult situations with professional communication and due process.
Pushing own agenda without fully considering the impacts on others.
Does not hold leaders accountable for poor collaborative practices, nor share rationale for decisions.
....to build confidence at all levels to share and grow from thoughts and ideas.
Builds relationships with limited contacts, or only with similar stakeholder groups.
Not being concise or articulate in communication styles.
Maintains a culture of bureaucracy and hierarchical power within the Organisation.
Fails to drive preferred employer status and reputation through effective employee value proposition initiatives.
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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.
LEADING ORGANISATION
‘‘
WITH Leading We’re ACCOUNTABILITY
LEADINGPEOPLELEADINGLEADERS
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 Leaders
Leading People
Leading Self
Holds self and others responsible for achieving results and agreed upon targets.
Leading Function
EXAMPLES OF EFFECTIVE BEHAVIOUR
Challenges self and the team to achieve high quality results aligned with goals of the Organisation.
Is accountable to raise issues or acts with initiative to respond professionally during periods of change.
Uses situational adaptability in being accountable to unique and unexpected circumstances of the moment.
Ensures that others are aware of and understand the legislation and policy framework within which they operate.
Is persistent and takes accountability for positivity in times of unexpected change.
Recognises and reports misconduct and illegal and inappropriate behaviour.
Supports implementation of organisational change once the decision to change has been made.
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.
Acts promptly on reported breaches of legislation, policies and guidelines.
Identifies underlying causes for lack of success, which may or may not involve self, and takes action to ensure future success.
Monitor ethical practices, standards and systems and reinforce their use.
Demonstrates ability to reflect, and integrate feedback to enhance performance of others, showing a strong capacity and willingness to modify responses to situations.
Leading Organisation
Recognises and reports misconduct and illegal and inappropriate behaviour.
Is flexible to the needs and priorities of others. Recognises and reports misconduct or illegal or inappropriate behaviour. Seek support where required to address this within teams. Acts to prevent and report misconduct and illegal and inappropriate behaviour.
Works effectively in situations of ambiguity and deals with issues that cannot be immediately resolved, with high levels of persistence and resilience.
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.
Identifies and addresses significant risks to the achievement of Organisations objectives.
Show a strong capacity and willingness to modify practices to ensure ethical and professional standards are met.
Leads change while dealing constructively with any resistance in alignment with Organisational values and Code of Conduct.
Translates negative feedback into an opportunity to improve.
Anticipate and take action to address the emotional impacts of change, including being open to ongoing feedback.
Holds others accountable to ensure strategies are delivered against.
Puts sound plans in place to ensure change management is successful and achieves the desired outcomes.
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.
ACCOUNTABILITY
NON-EFFECTIVE BEHAVIOURS
Leading Function
Leading Leaders
Leading People
Leading Self
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.
Actively tried to hide errors / mistakes or missed tasks.
Clinging to the past or the status quo.
EXAMPLES OF NON-EFFECTIVE BEHAVIOUR
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”.
Formally supports changes while informally opposing it.
Does not assist team to focus on key critical matters.
Passively resisting change by not following through or raising concerns constructively.
Responds to the pressing rather than the important in an ongoing way to the detriment of achieving the strategic goals of the Organisation.
Fails to prioritise issues and focusing on too many things at once.
Talks the talk but doesn’t walk the walk in regard to initiatives within the Organisation.
Leading Organisation
Poor planning resulting in missed steps in a process.
Is strongly resistant to change and
Imposing a culture of “my way is the only way” or being closed to new ways to solving problems.
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.
Accountability to positively respond to change or opportunity with tolerance, and flexibility.
Does not consider risks when taking actions.
Does not consider that there may be unintended consequences for different courses of strategic action.
Fails to seek stakeholders’ views when initiating change.
Rushing change management initiatives or failing to plan for strategies to support change management impacts.
Creates a safe environment for others to voice and try-out new ideas, by creating space for people to think creatively.
LEADING PEOPLE
We’re WITH Leading RESPECT Y
RESPECT
LEADINGPEOPLE
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 Leaders
Leading People
Leading
Self
Is responsive to diverse cultures, backgrounds, experiences, perspectives, values and beliefs.
Is open to different perspectives and experiences in generating ideas and solving problems.
Responds constructively to feedback regarding observations of bias in language or behaviour.
Maintains a tone that is engaging and supporting of others.
Leading Organisation
Leading Function
EXAMPLES OF EFFECTIVE BEHAVIOUR
Promotes and provides for respectful and engaging interactions.
Looks for practical ways to resolve any barriers to including people from diverse cultures, backgrounds and experiences.
Creates a safe environment for others to voice and try out new ideas by creating space for people to think creatively.
Demonstrate cultural sensitivity, and engage with and integrate the views of others.
Recognises the positive benefits of respectful behaviours and capitalises on these for the benefit of the Organisation.
Encourage and include diverse perspectives in the development of policies and strategies.
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.
Champions the Organisation benefits generated by workforce diversity and inclusive practices.
Leverages various perspectives across a diverse work force to drive continuous improvement, innovation and delivering outcomes.
Commits to the conscious needs of individuals, teams, leaders and the Organisation.
Defines initiatives that are respectful and ensures their understanding and application.
Set the cultural tone and pace of the Organisation with ensuring financial and time commitment provisions to embed respectful practices.
Fosters an inclusive workplace that harnesses respectful practices that are inclusive, promote all values and deliver business outcomes for the Organisation.
Proactively plans for the inclusion of diverse perspectives in the development of policies and strategies.
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.
RESPECT
NON-EFFECTIVE BEHAVIOURS
Leading Leaders
Leading People
Leading Self
Leading Organisation
Leading Function
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.
Does not maintain professional boundaries including but not limited to; time, conversation, situation and proximity.
Short, intimidating, and obvious in poor behaviour in front of
Is political or opinionated, not maintaining neutrality and professionalism.
Failure to include or model diverse perspectives in strategies or initiatives.
Failure to establish a whole of Organisation approach to respect at work practices.
Failure to establish safeguards to ensure a respectful and safe working environment.
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The
ability to respect difference, adjust behaviour and communication style, in considering others’ views.
Demonstrates a strong interest in emerging practices that support the progress of the Organisation.
LEADING LEADERS
‘‘
WITH Leading We’re EXCELLENCE
LEADINGLEADERSLEADINGFUNCTION LEADINGORGANISATION
LEADINGPEOPLE
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 People
Leading Self
Demonstrates forwardthinking and awareness of the consequences of own actions.
Constructively questions and challenges the way things have always been done to identify opportunities for improvement.
Supports the purpose, vision, and values.
Is aware of own assumptions, and challenges self to step outside of rote thinking patterns.
Looks to identify how tasks may relate to others.
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.
Leading Function
Leading Leaders
EXAMPLES OF EFFECTIVE BEHAVIOUR
Encourages others to consider the longer term and wider implications of actions.
Considers the risks and consequences of issues and the longer-term impact for their work area.
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.
Creates a learning environment that facilitates the identification and development of talent.
Coaches others to solve problems that may arise.
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.
Proactively translates how the strategic direction informs work priorities across the Organisation.
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.
Challenges the status quo by applying operational excellence methodologies that support the development of people management and continuous improvement processes and practices.
Anticipates shifting environments, emerging challenges, and opportunities.
Creates a climate which encourages and supports openness, persistence, and genuine debate around critical issues, opportunities and change.
Actively encourages a risk-aware culture of innovation and imagination by challenging self and others. Communicates
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.
Considers emerging trends when contributing ideas to the development of broader initiatives and strategies.
Use formal and informal decisionmaking to interpret complex information and make decisions with a clear business rationale.
Discerns the deeper meaning of what is occurring in any given situation.
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.
EXCELLENCE
NON-EFFECTIVE BEHAVIOURS
Leading Organisation
Leading Function
Leading Leaders
Leading People
Leading Self
Does not make an effort to understand how their own work contributes to the company’s purpose, vision and values.
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
EXAMPLES OF NON-EFFECTIVE BEHAVIOUR
Takes little or no account of the impact of decisions on others.
Does not create solutions, only identifies faults.
Discourages others from raising ideas.
Communicates the strategy and direction of the Organisation in a vague or inconsistent manner.
Does not allow others to contribute to potential possibilities.
Focuses only on the needs of their organisational unit, neglecting key stakeholders, or missing broader connections, to the overall detriment of the Organisation.
Is not familiar with the broader business context resulting in missed opportunities for product and service differentiation.
Unable to see long-term plans or influencing factors and cannot operate beyond the operational management level.
Ignores what is happening in the internal and external environment and the potential consequences for the Organisation.
Is unclear about how or when to announce strategies and potential projects.
Does not see the value in the contribution of all levels of the
Demonstrates a lack of motivation or ability for solving broad ranging or systemic problems.
Fails to engender a cohesive and highperforming executive that collectively and effectively executes strategic objectives through their teams.
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Actively
engages in creative and curious thinking of potential opportunities for continuous improvement.
The basis of all effective leadership includes knowing and being responsible for one’s self and encompasses the consideration of all team members.
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