the integrated leadership system

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Page 1

Contents

Introduction .................................................................................................................................... 2

1 Leadership development imperative ................................................................ ............................... 3

2 The Integrated Leadership System ................................................................. ............................... 42.1 Capability development partnerships ........... ................................................................. ........... 5

2.2 SELC Framework and the Integrated Leadership System ............ ........................................... 6

2.3 Finding the balance .................................................................................................................. 7

2.4 A values-based APS .............................................................................................................. 10

3 The Leadership Pathway ........................................................... ................................................... 11

3.1 Comparative view of the Pathway: Overview ......................................................................... 13

3.2 Individual profiles: Overview .......................................................... ......................................... 18

4 Support Tools ................................................................ ............................................................... 23

4.1 Comparative view of the Pathway: Detailed information .................................................... 24

4.2 Layers of complexity ................................................................. ......................................... 454.3 Critical transition points............................................................. ......................................... 47

4.4 Individual profiles of the Pathway ......................................................... ............................. 48

4.5 Self-assessment tools .............................................................. ......................................... 79

4.6 Development options ................................................................ ......................................... 95

4.7 Mapping for individuals ............................................................. ....................................... 100

5 Where to from here? ................................................................ .................................................. 102

6 Appendices ........................................................ .................................................................... .... 103

A Embedding the Values: Framework ................................................................ ................. 104

B Further Reading .............................................................. ................................................. 108

C Glossary of terms ......................................................................................................... 110

D Profile of the APS ........................................................... ................................................. 111


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Introduction

The Integrated Leadership System was developed by the

Australian Public Service Commission to support the building

and sustaining of strong APS wide leadership. Launched in

July 2004, it was the result of extensive research andcollaboration with many APS agencies. The system provides

capability descriptions and desired behaviours for Executive

Level 1 through to SES Band 3 as well as tools for both

agencies and individuals to use in their leadership

development across the APS.

Since 2004 there has been considerable uptake of the ILS

across the APS and many agencies have adopted and

adapted it as a fundamental tool in their development planning. It is an integral resource in many of the

Commissions executive and senior executive development programmes and in the Career Development

Assessment Centres.

The Commission recognises the regard in which the ILS is held across the APS and also by other

jurisdictions and internationally. We continue to support its use by providing related development

opportunities and additional online resources and will continue to work with agencies to support them in

using the ILS in their development planning.

Lynelle Briggs

Public Service Commissioner


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1 Leadership development imperativeThe introduction of the Public Service Act 1999 (the PS Act) defined

a new operating environment for the APS by formalising thedevolution of powers to Agency Heads and the move from a

prescriptive rules-based to a values-based environment.

The PS Act introduced specific obligations for the Public Service

Commissioner to foster leadership, coordinate APS-wide training and

career development, and promote the APS Values and Code of

Conduct. It also introduced specific responsibilities in these areas for

Agency Heads and members of the Senior Executive Service (SES).

In the same year the Senior Executive Leadership Capability

Framework (SELC Framework) was launched and formed the

selection criteria for the SES. It defined the leadership capabilitiesrequired to secure the long-term future of the APS.

Since 1999 the SELC Framework has become the standard for SES

selection and development, particularly for promotion and/or selection

into the SES at the first levelSES Band 1. It became clear to the

APS Commission that it would be useful to expand the SELC

Framework to support a wider range of executive and senior

executive development. Nearly two years ago the Commission put in

place a strategy to do just thatexpand the SELC Framework. The

result of that strategy has been the development of the Integrated

Leadership System (the System), described in the following pages.

Agencies need to

ensur e that

sufficient bench

strength is

available to replace

key people in

midd le and senior

management and

special ist posit ions

likely to leave in

the near future.

(Public Service Leadership

Emerging Issues. A report

for the Australian Public

Service Commission, 2004)

Bench strength planning is different from succession planning.

Professional sporting teams always have a highly qualified

person waiting on the bench capable of filling each of their

critical positions and replacing players.

The public sector is no different. Each position should have

bench strength, especially for key positions and that does not

simply mean the top executives.


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2 The Integrated Leadership SystemThe Integrated Leadership System is designed to link all aspects of

leadership that impact on the APS. It balances the relationship between

leadership, management and technical skills in public service careersit

is not a traditional leadership model. The System provides a common

language to support consistent whole of APS capability development. The

System is designed to ensure the APS has the leadership capabilities

and behaviours to meet the challenges of the future.

The System provides a basis for collaboration between the Commission

and individual agencies, to support the needs of agencies and the

broader APS. It applies specifically to two sections of the PS Act relating

to the Commissioners functions:

s 41 (1)(i) to co-ordinate and support APS-wide training and career

development opportunities in the APS

s 41 (1)(j) to contribute to and foster leadership in the APS.

The System reflects the Commissions statutory functions and clarifies

the respective roles of agencies and the Commission. Through the

System the Commission collaborates with agencies to develop leaders

capable of meeting the current and future challenges faced by the APS. It

recognises the Agency Heads responsibilities as employers and their

accountability for delivering business results.

Key elements of the System are:

understanding the capabilities required of APS leaders

developing a systemic approach to capability development

common descriptions of how executive and senior executive roles

change in response to increasing complexity

behavioural indicators for the increase in role complexity

capability development partnerships.

The System has guides and tools to support professional development,

career planning and agency bench strength or succession management

including:

links to the Senior Executive Leadership Capability Framework

APS Leadership Model

the Leadership Pathway

layers of complexity

critical transition points

self-assessment tools

development methods and options.

The System assists agencies and individuals to build and

sustain leadership capability by further establishing the SELC

Framework in the APS culture. It gives a clearerunderstanding of the leadership capability requirements at

executive and senior executive levels.

MAC has

identif ied the next

five years as

crucia l to the APS

in the developm ent

of a suff ic ient

coho rt of potent ial

leaders to meet the

environmental and

demograph ic

changes that are

expected. In

particular

agencies need to

ensur e that:

a sufficient pool of

people with the

right capabilities is

available to replace

key people in

middle and senior

management and

specialist positions

(APS Commission, State of

the Service Report20022003, 2003)


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APS EL SES

Individual commitment to development

APS Commiss ion role in capability development

Collaboration between APS Commission and agency

Agency role in capability development

2.1 Capability development partnershipsIndividual agencies are best placed to undertake capability

development in the context of their own organisational issues.

However, the APS Commission is in a unique position to promote

interaction amongst the SES, and the feeder group for the SES,

which is an important ingredient in building whole of government

capacity in the APS.1

During 2004, national consultations with

agencies supported the unique roles of both agencies and the

Commission. These consultations reinforced the importance of

collaboration between the Commission and agencies.

Collaboration can range from joint APS-wide activities such as the

Career Development Assessment Centres to services and products

tailored to an agencys needs.

This relationship is reflected in Figure 1. As a person increases in

seniority and their APS focus widens, the Commissions role in their

development increaseshelping prepare candidates for the next

level, then assisting their transition to a new level, or a new role.

Economies of scale may make the Commission particularly helpful

for smaller agencies and in the regions. Therefore the

Commissions role may change depending on an agencys context.

This is a generic partnership modelagencies and individuals may

interpret this model to suit their own needs.

Figure 1 Capability development partnerships

1APS Commission, State of the Service Report 20022003, 2003.

In a devolved

managementenvironm ent, Agency

Heads are respon sible

for the development of

the capabil i t ies

required to achieve

their agencys

busin ess object ives,

includin g part ic ipation

in broader who le of

government

objectives.

(APS Commission, State of the

Service Report 20022003,

2003)


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2.2 SELC Framework and the Integrated Leadership SystemThe introduction of the SELC Framework in 1999 represented the first

step to creating a common understanding of the leadership capabilities

required for high performance in the APS. The SELC Framework is built

around five core capability clusters:

Shapes strategic thinking

Achieves results

Cultivates productive working relationships

Exemplifies personal drive and integrity

Communicates with influence.

In 2001 the SELC Framework was confirmed by Agency Heads as the

most suitable tool for SES selection and development. The APS

Commission has now expanded the SELC Framework and identified

descriptions and behaviours for each capability of the SELC Framework

for executive and senior executive levels. This is the Leadership

Pathway (the Pathway) and is a major component of the Integrated

Leadership System. The SELC Framework remains the selection criteria

for entry to the SES. The Pathway supports the development of

executive and senior executive levels at different career points.

Figure 2 SELC Framework

The Pathway

embeds the SELC

Framework in the

APS culture by

describing a

distinctive

developmental

focus for each level

of the executive and

senior executive

levels

strengthening the

capacity of the APS

to appropriately

identify and develop

members of the

SES feeder group


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2.3 Finding the balanceThe System assists agencies and individuals to address their

particular requirements for leadership, management and

technical expertise.

APS leaders require a mixture of technical and management

expertise as well as leadership capabilities as shown in

Figure 3. The precise balance will depend on the level of

seniority of the individual. For example, a policy advisor

requires subject matter expertise, skills in administration,

communication and relationships to ensure the advice takes

account of stakeholders and can be implemented in practice.

People in service delivery agencies need technical expertise

as well as management and leadership capabilities in dealing

with clients and stakeholders.

The following pages give some examples of leadership,

managerial and technical components taken from the

Leadership Pathway tool in Section 3. The particular mix of

capabilities will vary depending on the agency, and the level

and/or role of the person.

Figure 3 APS Leadership Model

Capabilities are critical

to effect ive whole of

government work

both in terms of

leadership and the

range of technic al and

imp lementation ski l ls

cal led for to address

comp lex pol icy and

service delivery issues

(Connecting Government: Whole

of government responses to

Australias priority challenges,

Management Advisory Committee

Report, 2004)

Increased complexity of role

APS EL SES

Technical

Management

Leadership


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The leadership component

The leadership component requires capabilities from all five capability clusters. However, there is a

strong focus in Shapes strategic thinking, Achieves results and Cultivates productive working

relationships, as can be seen in the examples below.

Capability Leadership component


Inspires a sense of purpose and direction Demonstrates and develops a vision and strategicdirection for the branch/organisation

Focuses strategically Understands the organisations role withingovernment and society, including the whole ofgovernment agenda

Achieves Results

Ensures closure & delivers on intendedresults

Strives to achieve, and encourages others to dothe same

Cultivates Productive Working Relationships

Values individual differences and diversity Capitalises on the positive benefits that can begained from diversity and harnesses differentviewpoints

Guides, mentors and develops people Offers support in times of high pressure andengages in activities to maintain morale

Figure 4 Leadership componentexamples from the Pathway

The technical component

Technical expertise and knowledge are fundamental requirements of every job in the workplace. Therequirement for technical knowledge shifts with increasing seniority, from a requirement for depth of

knowledge to one of breadth of knowledge. At all levels, technical knowledge and capability continue to

be linked to effective performance and credibility. It is the agencys responsibility to identify specific

technical expertise and knowledge requirements, however there are examples in the Pathway as can be

seen below.

Capability Technical component


Harnesses information and opportunities Identifies and sources relevant information,

identifies information gaps and recognisesopportunities

Shows judgement, intelligence andcommonsense

Analyses and evaluates information to drawconclusions

Achieves results

Marshals professional expertise Contributes individual expertise to theorganisation, and encourages others to draw uponthe knowledge that is held

Figure 5 Technical componentexamples from the Pathway


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The managerial component

As with the leadership component, the managerial component requires capabilities from all five capability

clusters. However, for this component there is a strong focus in the Achieves results capability clusters,

as can be seen in the examples below. Relevant management fundamentals have been indicated in

each component to demonstrate the firm link that exists between the System and the fundamentals of

good management practice.

Capability Managerial component


Shows judgement, intelligence andcommonsense

Undertakes objective, critical analysis and distilsthe core issues. Presents logical arguments anddraws accurate conclusions.

Risk management

Achieves results

Builds organisational capability andresponsiveness Evaluates ongoing project performance andidentifies critical success factors. Responds

flexibly to changing demands.

Project management and risk management

Marshals professional expertise Manages contracts judiciously. Actively ensuresrelevant professional input is obtained from others.

Knowledge management and talentmanagement

Steers and implements change and dealswith uncertainty

Adopts a planned approach to the management ofprograms. Operates effectively in an environmentof ongoing change and uncertainty.

Change management, project management,

and resource management

Ensures closure and delivers on intendedresults

Monitors project progress and identifies risks thatmay impact on outcomes. Adjusts plans asrequired.

Project management, risk management, andresource management

Communicates with influence

Negotiates persuasively Approaches negotiations with a strong grasp ofthe key issues. Presents a convincing andbalanced argument.

Negotiation management and relationship

management

Communicates clearly Confidently presents messages in a clear, conciseand articulate manner. Focuses on key points forthe audience and uses appropriate, unambiguouslanguage.

Stakeholder management and relationshipmanagement

Figure 6 Managerial componentexamples from the Pathway


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2.4 A values-based APSThe APS Values (the Values) give management the flexibility to

address change and to manage ambiguity. The Values apply

across regions, organisational structures and activities, and

underpin the cultural fabric of Australian government agencies.

APS leaders play a vital role in modelling the Values and

ensuring they are embedded in the APS. The Commissions

publication Embedding the APS Values (2003) (Appendix A)

offers practical advice for Agency Heads and senior executives

on how to achieve integration between values and actions.

APS Commission

APS Leadership Group

Whole of government and

Agency/APSC collaboration

SUSTAINABILITY

INTEGRITY

APS VALUES

Figure 7 A Values base for Leadership

The above model identifies the principles of innovation,

sustainability and integrity, coupled with core APS Values, as its

fundamental components. By linking innovation with agency

business outcomes and sustainability with a whole of

government and agency perspective, the model provides for

leadership at both the operational and a whole of government

level. There is an emphasis on the shared role of the APS

Commission and the senior managers of the APS in developing

and modelling leadership.

Values need to be

explicitly linked to

systematic

processesplanning,

decision making,

policies

(SES Band 2, 2003)


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3 The Leadership PathwayThe Leadership Pathway identifies and describes leadership

capabilities that stem from the SELC Framework. It illustrates the

levels of complexity in which the APS operates and identifies new

behavioural elements for potential leaders at each stage of their

career path.

The Pathway is designed for use by current and future leaders of

the APS and people who are responsible for leadership

development. The Pathway:

supports a whole of government perspective

provides a foundation for development activities

clarifies capabilities and behaviours that are expected at

executive and senior executive level

builds on and links to the SELC Framework.

The Pathway is useful in guiding leadership capability development

for:

those aspiring to leadership positions at executive and senior

executive levels

those in transition to the next level or a new role

those who want to be more effective at their current level.

Human Resource practitioners will use the Pathway to:

coordinate leadership development opportunities

workforce plan

understand bench strength

support individuals in career planning.

Agencies are at different points in the development of their leaders.

In the devolved APS environment this is inevitable. The

components of the System have been designed for flexible

application. Agencies will select those aspects of the Leadership

Pathway that suit their requirements, adjusting as required to meet

their particular context.

The Pathway specifically relates to behaviours that describe

leadership at executive and senior executive levels. However, each

agency is unique with particular structures, roles and contexts that

may offer opportunity to exercise leadership capabilities at levels

other than EL and SES.

Steps needto be

taken at all levels

to inc rease the

capabi l i ty of the

APS to del iver whole

of government

outcomes such

capabi l i ty requires

effort to improv e

Service-wide

leadership , and to

promote cu l tural

and behavioural

change.

(APS Commission, State of

the Service Report 2002

2003, 2003)


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The Pathways descriptions and behaviours are level specific

rather than job specific. The Pathway may be applied differently

by agencies depending on size and location.

The Pathway is a cumulative model, with behaviours identified

at one level becoming the floor level for the levels above.

There are complex, subtle differences across the levels. The

most significant changes in capabilities across the levels are

found in:


Achieves results

Cultivates productive working relationships.

The Pathway

The Pathway is presented in two ways:

comparative view of EL1SES B3 levels

individual profiles.

Comparative view of the Pathway

The comparative view in Section 3.1 scans across the levels

from EL1 to SES B3 to identify the changes in capability at each

level. An overview of the capability descriptions is included in

this section. More detailed information on the behaviours that

illustrate these capabilities is included in Section 4.1.

Those capabilities where new behaviours have been introduced

are shown in bold, while increased complexity is shown initalics.

Individual profiles

In Section 3.2 the Pathway defines a profile for each level from

EL1 to SES B3. The profiles complement agency specific

capabilities and individual job requirements. Individuals may

use the profile as a guide to identify areas of strength and areas

for development. The profiles enable a complete view of the

capabilities that would be expected at a particular level.

An overview of the capability descriptions is included in this

section. More detailed information on the behaviours that

illustrate these capabilities is included in Section 4.4.

The profiles do not contain any mandatory requirements but are

a tool to assist individuals to identify development needs and

options.

In the context of

change with in the

APS, and its external

environm ent, a cri t ical

challenge is

ensuring th ere is a

strong pool avai lable

to take on leadership

roles into the future,

both in the short to

medium term and

throug h capabi l i ty

bui ld ing fo r the longer

term

(APS Commission, State of the

Service Report 20022003,

2003)


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Note: Bold reflects new behaviour and italics reflects more complex behaviour Page 14

Achieves results

EL1 EL2 SES B1 SES B2 SES B3

Buildsorganisationalcapability andresponsiveness

Reviews project performanceand focuses on identifyingopportunities for continuousimprovement. Identifies keytalent to supportperformance. Remainsflexible and responsive tochanges in requirements.

Evaluates ongoing projectperformance and identifiescritical success factors.Instigates continuousimprovement activities.Responds flexibly tochanging demands. Buildsteams with complementaryskills and allocatesresources in a manner thatdelivers results.

Investigates ways to improveeffectiveness by harnessingtechnologyand implementingcontinuous improvementactivities. Builds teams withcomplementary skillsandengages in successionplanning. Responds flexiblyto changing circumstances,deploys resources astutelyand identifies optimumresourcing combinations.Creates a flexibleenvironment that enablesothers to meet changingdemands.

Focuses on activities thatsupport organisationalsustainability.Nurturestalent and engages insuccession planning.Facilitates informationaccessibility and sharing.Investigates ways to improveeffectiveness by harnessingtechnology and implementingcontinuous improvementactivities. Monitors andmanages resourcingpressures for optimumoutcomes. Creates a flexibleenvironment that enablesothers to meet changingdemands.

Focuses on activities thatsupport organisationalsustainability. Nurtures talentand engages in successionplanning. Facilitatesinformation accessibility andsharing. Seeks operationalefficiency, streamlines andadapts processes.Investigates ways to improveeffectiveness by harnessingtechnology and implementingcontinuous improvementactivities. Engages in flexibleresource management andlooks beyond theorganisations boundaries toachieve the optimumresourcing combination.

Marshals

professionalexpertise

Values specialist expertise

and capitalises on the expertknowledge and skills ofothers. Contributes ownexpertise to achieveoutcomes for the businessunit.

Values specialist expertise

and capitalises on theknowledge within theorganisation as well asconsulting externally asappropriate. Managescontracts judiciously.Contributes own expertise toachieve outcomes for thebusiness unit.

Integrates professional

expertise into theorganisation to improveoverall performance anddelivery of business unitoutcomes. Managescontracts judiciously. Activelyensures relevant professionalinput from others is obtainedand shares own experience.


expertise into theorganisation to improveoverall performance anddelivery oforganisationaloutcomes. Managescontracts judiciously. Activelyensures relevantprofessional input fromothers is obtained andshares own experience.


expertise into theorganisation to improveoverall performance anddelivery of organisationaloutcomes. Managescontracts judiciously. Activelyensures relevantprofessional input fromothers is obtained andshares own experience.

Steers andimplementschange anddeals withuncertainty

Establishes clear plans andtimeframes for projectimplementation and outlinesspecific activities. Respondsin a positive and flexiblemanner to change and

uncertainty. Sharesinformation with others andassists them to adapt.

Establishes clear plans andtimeframes for projectimplementation and outlinesspecific activities. Respondsin a positive and flexiblemanner to change and

uncertainty. Sharesinformation with others andassists them to adapt.

Adopts a planned approachto the management ofprograms. Defines high-levelobjectives and supportstranslation intoimplementation strategies.

Operates effectively in anenvironment of ongoingchange and uncertainty andmaintains flexibility.Activelyensures stakeholders arekept informed during timesof change.

Oversees the implementationof multiple change initiativeswith a focus on the desiredoutcomes. Defines high-levelobjectives and ensurestranslation into practical

implementation strategies.Operates effectively in anenvironment of ongoingchange and uncertainty andmaintains flexibility. Activelyensures stakeholders arekept informed during times ofchange.

Drives the change agenda,defines high-level objectivesand ensures translation intopractical implementationstrategies. Coordinatesprojects across multiple

agencies.Recognises theconstant nature of changeand maintains flexibility.Secures stakeholdercommitment to change andmaintains opencommunication channelsduring the change process.

Ensures closureand delivers onintended results

Sees projects through tocompletion. Monitors projectprogress and adjusts plansas required. Commits toachieving quality outcomesand ensures documentationprocedures are maintained.

Seeks feedback fromstakeholders to gaugesatisfaction.

Strives to achieveandencourages others to dothe same. Monitors progressand identifies risks that mayimpact on outcomes. Adjustsplans as required. Commitsto achieving quality

outcomes and ensuresdocumentation proceduresare maintained. Seeksfeedback from stakeholdersto gauge satisfaction.

Drives a culture ofachievement. Ensures ideasand intended actions becomereality and that plannedprojects result in expectedoutputs.Strives for quality,andensures compliance

with regulatoryrequirements. Putssystems in place toestablish and measureaccountabilities.Managesrisks that may impede onproject outcomes andensures that keystakeholders are across allrelevant issues.

Drives a culture ofachievement, and fosters aquality focus in theorganisation. Ensures thatideas and intended actionsbecome reality and thatplanned projects result in

expected outputs. Enablesthe achievement ofoutcomes by identifyingand removing potentialbarriers to success.Keepsstakeholders informed ofprogress and any issues thatarise.

Drives a culture ofachievement, and fosters aquality focus in theorganisation. Ensures thatideas and intended actionsbecome reality and thatplanned projects result in

expected outputs. Enablesthe achievement ofoutcomes by identifying andremoving potential barriers tosuccess. Keeps stakeholdersinformed of progress and anyissues that arise.


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Cultivates productive working relationships


Nurturesinternal andexternalrelationships

Builds and sustainsrelationships with a networkof key people internally andexternally. Proactively offersassistance for a mutuallybeneficial relationship.Anticipates and is responsiveto internal and external clientneeds.

Builds and sustainsrelationships with a networkof key people internally andexternally. Recognisesshared agendasand workstoward mutually beneficialoutcomes.Anticipates andis responsive to internal andexternal client needs.

Builds and sustainsrelationships within theorganisation, with theMinister's office, across theAPS and with a diverserange of externalstakeholders. Looks forshared agendas and usesthese to bring peopletogether. Shows acommitment to client servicethrough own actions andthose of the business unit.

Builds and sustainsrelationships within theorganisation, with theMinister's office, across theAPS and with a diverserange of externalstakeholders. Encouragesstakeholders to worktogether, and establishescross agency approachesto address issues. Shows acommitment to client servicethrough own actions andthose of the organisation.

Builds and sustainsrelationships that provide arich intelligence network.Establishes an effectiveworking relationship with theMinister. Encouragesstakeholders to worktogether, and establishescross- agency approaches toaddress issues. Shows acommitment to client servicethrough own actions andthose of the organisation.

Facilitatescooperation andpartnerships

Involves people, encouragesthem and recognises theircontribution. Consults andshares information andensures others are keptinformed of issues. Workscollaboratively and operatesas an effective team

member.

Brings people together andencourages input from keystakeholders. Findsopportunities to shareinformation and ensures thatothers are kept informed ofissues. Fosters teamworkand rewards cooperative and

collaborative behaviour.Resolves conflict usingappropriate strategies.

Brings people together andencourages input from keystakeholders. Facilitatescooperation within andbetween organisations.Promotes the reciprocalsharing of information tobuild knowledge. Fosters

teamwork and rewardscooperative and collaborativebehaviour. Resolves conflictand manages thesensitivities involved.

Consults broadly to obtainbuy-in.Draws on theknowledge of keystakeholders within andoutside the organisation andfacilitates cooperation bysharing information.Promotes information

exchange by maintainingopen communicationchannels. Personallymanifests stronginterpersonal relations andrewards cooperative andcollaborative behaviour.Anticipates and resolvesconflict.

Consults broadly to obtainbuy-in and recognises wheninput is required.Communicates theimportance of consultationwith stakeholders to others.Overcomes organisationalsilos by facilitating

cooperation betweenorganisations.Engages theMinisters Office on keyissues.Personally manifestsstrong interpersonal relationsand rewards cooperative andcollaborative behaviour.Anticipates and resolvesconflict.

Valuesindividualdifferences anddiversity

Recognises the positivebenefits that can be gainedfrom diversity andencourages the explorationof diverse views. Harnessesunderstanding of differences

to enhance interactions.Recognises the differentworking styles of individualsand tries to see things fromdifferent perspectives.

Recognises the positivebenefits that can be gainedfrom diversity andencourages the explorationof diverse views. Harnessesunderstanding of differences

to anticipate reactions andenhance interactions.Recognises the differentworking styles of individuals,and tries to see things fromdifferent perspectives.

Recognises the positivebenefits that can be gainedfrom diversity and capitaliseson these for the benefit of thebusiness unit. Harnessesunderstanding of differences

to anticipate reactions andenhance interactions.Recognises the differentworking styles of individuals,and tries to see things fromdifferent perspectives.

Capitalises on the positivebenefits that can be gainedfrom diversity and harnessesdifferent viewpoints. Usesunderstanding of differencesto anticipate reactions and

enhance theoperation of theorganisation. Recognises thedifferent working styles ofindividuals, anticipatesreactions and tries to seethings from differentperspectives.

Communicates the value ofharnessing diversity forthe organisation.Capitalises on the positivebenefits that can be gainedfrom diversity and harnesses

different viewpoints. Usesunderstanding of differencesto anticipate reactions andenhance the operation of theorganisation. Recognises thedifferent working styles ofindividuals, anticipatesreactions and tries to seethings from differentperspectives.

Guides,mentors anddevelops people

Identifies learningopportunities for others andempowers them bydelegating tasks. Agreesclear performance standards

and gives timely praise andrecognition. Makes time forpeople and offers full supportwhen required. Deliversconstructive, objectivefeedback in a manner thatgains acceptance andachieves resolution. Dealswith under-performancepromptly.

Encourages and motivatespeople to engage incontinuous learning, andempowers them bydelegating tasks. Agrees

clear performance standardsand gives timely praise andrecognition. Makes time forpeople and offers full supportwhen required. Deliversconstructive feedback in amanner that gainsacceptance and achievesresolution. Deals with under-performance promptly.

Encourages and motivatespeople to engage incontinuous learning, andempowers them bydelegating responsibility for

work. Sets clear performancestandards and gives timelypraise and recognition.Makes time for people andoffers full support whenrequired. Deliversconstructive feedback andmanages under-performance. Offerssupport in times of highpressure and engages inactivities to maintainmorale.

Identifies and developstalent. Encourages andmotivates people to engagein continuous learning, andempowers them by

delegating responsibility forwork. Sets clear performancestandards and gives timelypraise and recognition.Makes time for people andoffers full support whenrequired. Deliversconstructive feedback andmanages under-performance. Offers supportin times of high pressure.Celebrates success andengages in activities tomaintain morale.

Identifies and developstalent. Encourages andmotivates people to engagein continuous learning, andempowers them by

delegating responsibility forwork. Sets clear performancestandards and gives timelypraise and recognition.Makes time for people andoffers full support whenrequired. Deliversconstructive feedback andmanages under-performance. Offers supportin times of high pressure.Celebrates success andengages in activities tomaintain morale.


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Communicates with influence


Communicatesclearly

Confidently presentsmessages in a clear, conciseand articulate manner.Focuses on key points anduses appropriate,unambiguous language.Selects the most appropriatemedium for conveyinginformation and structureswritten and oralcommunication to ensureclarity.

Confidently presentsmessages in a clear, conciseand articulate manner.Translates information forothers, focusing on keypoints and using appropriate,unambiguous language.Selects the most appropriatemedium for conveyinginformation and structureswritten and oralcommunication to ensureclarity.

Confidently presentsmessages in a clear, conciseand articulate manner.Focuses on key points forthe audience and usesappropriate, unambiguouslanguage, and explains theimplications and ensures theconclusion is clearlyconveyed. Selects the mostappropriate medium forconveying information andstructures written and oralcommunication to ensureclarity.

Confidently presentsmessages in a clear, conciseand articulate manner.Focuses on key points forthe audience and states thefacts. Structures messagefor brevity and presentsmessage with precisionandconfidence,harnessing themost appropriate methods ofcommunication. Createsmeaning for the audienceby using analogies andstories to illustrate keypoints.

Confidently presentsmessages in a clear andarticulate manner. Focuseson key points for theaudience and selects themost appropriate medium forconveying information.States the facts and usesstraightforward language toaid transparency. Createsmeaning for the audience byusing analogies and storiesto illustrate key points.

Listens,understands andadapts toaudience

Seeks to understand theaudience and tailorscommunication style andmessage accordingly.Listens carefully to othersand checks to ensure their

views have beenunderstood. Checks ownunderstanding of otherscomments and does notallow misunderstandings tolinger.


views have beenunderstood. Anticipatesreactions and is preparedto respond. Checks ownunderstanding of otherscomments and does notallow misunderstandings tolinger.


views have beenunderstood.Anticipatesreaction and prepares aresponse to address theaudiences concerns.Checks own understandingof others comments anddoes not allowmisunderstandings to linger.

Seeks to understand theaudience and reads theirnon-verbal cues. Adaptscommunication style andmessage to meet theirneeds. Listens carefully to

others and ensures theirviews have beenunderstood. Anticipatesreactions and prepares aresponse to address theaudiences concerns.Checks own understandingof others comments anddoes not allowmisunderstandings to linger.

Seeks to understand theaudience and reads theirnon-verbal cues. Adaptscommunication style andmessage to meet theirneeds. Listens carefully to

others and ensures theirviews have beenunderstood. Anticipatesreactions and prepares aresponse to address theaudiences concerns.Checks own understandingof others comments anddoes not allowmisunderstandings to linger.

Negotiatespersuasively

Approaches negotiationswith a strong grasp of thekey issues, having preparedin advance. Understands thedesired objectives and

associated strengths andweaknesses. Anticipates theposition of the other party,and frames argumentsaccordingly. Encourages thesupport of relevantstakeholders. Strives toachieve an outcome thatdelivers benefits for bothparties.

Approaches negotiationswith a strong grasp of thekey issues, having preparedwell in advance.Understands the desired

objectives and associatedstrengths and weaknesses.Anticipates the position ofthe other party, and adaptsapproach accordingly.Encourages the support ofrelevant stakeholders.Encourages debate andidentifies common groundto facilitate agreement andacceptance of mutuallybeneficial solutions.

Approaches negotiationswith a strong grasp of thekey issues. Presents aconvincing and balancedrationale. Anticipates the

position of the other party,and is aware of the extent ofpotential for compromise.Acknowledges andaddresses disagreements tofacilitate mutually beneficialsolutions. Encourages thesupport of relevantstakeholders. Focuses onthe desired objectives andensures negotiationsremain on track.

Approaches negotiationswith a strong grasp of thekey issues. Presents aconvincing and balancedrationale. Focuses on the

way in which the messageis delivered, and usestechniques to illustrate theargument persuasively.Anticipates the position ofthe other party, and is awareof the extent of potential forcompromise. Acknowledgesand addressesdisagreements to facilitatemutually beneficial solutions.Identifies key stakeholdersand engages their support.Focuses on the desiredobjectives and ensuresnegotiations remain on track.

Approaches negotiationswith a strong grasp of thekey issues. Presents aconvincing and balancedrationale. Focuses on the

way in which the message isdelivered, and usestechniques to illustrate theargument persuasively.Anticipates the position ofthe other party, and is awareof the extent of potential forcompromise. Acknowledgesand addressesdisagreements to facilitatemutually beneficial solutions.Identifies key stakeholdersand engages their support.Focuses on the desiredobjectives and ensuresnegotiations remain on track.


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3.2 Individual profilesExecutive Level 1 profile

Shapesstrategic thinking

Achievesresults

Cultivates productiveworking relationships

Exemplifies personaldrive and integrity

Communicates withinfluence

Inspires a sense of purpose

and direction

Provides direction to othersregarding the purpose andimportance of their work.Illustrates the relationshipbetween operational tasks andorganisational goals. Sets worktasks that align with the strategicobjectives and communicatesexpected outcomes.

Focuses strategically

Understands the organisation'sobjectives and aligns operationalactivities accordingly. Considers

the ramifications of issues andlonger-term impact of own workand work area.

Harnesses information andopportunities

Gathers and investigatesinformation from a variety ofsources, and explores new ideasand different viewpoints. Probesinformation and identifies anycritical gaps. Maintains anawareness of the organisation,monitors the context in which theorganisation operates and findsout about best practice

approaches.

Shows judgment, intelligenceand commonsense

Undertakes objective, systematicanalysis and draws accurateconclusions based on evidence.Recognises the links betweeninterconnected issues. Breaksthrough problems and weighs upthe options to identify solutions.Explores possibilities andinnovative alternatives.

Builds organisational

capability and responsiveness

Reviews project performanceand focuses on identifyingopportunities for continuousimprovement. Identifies keytalent to support performance.Remains flexible and responsiveto changes in requirements.

Marshals professionalexpertise

Values specialist expertise andcapitalises on the expertknowledge and skills of others.Contributes own expertise to

achieve outcomes for thebusiness unit.

Steers and implements changeand deals with uncertainty

Establishes clear plans andtimeframes for projectimplementation and outlinesspecific activities. Responds in apositive and flexible manner tochange and uncertainty. Sharesinformation with others andassists them to adapt.

Ensures closure and deliverson intended results

Sees projects through tocompletion. Monitors projectprogress and adjusts plans asrequired. Commits to achievingquality outcomes and ensuresdocumentation procedures aremaintained. Seeks feedbackfrom stakeholders to gaugesatisfaction.

Nurtures internal and external

relationships

Builds and sustains relationshipswith a network of key peopleinternally and externally.Proactively offers assistance fora mutually beneficial relationship.Anticipates and is responsive tointernal and external clientneeds.

Facilitates cooperation andpartnerships

Involves people, encouragesthem and recognises theircontribution. Consults and shares

information and ensures othersare kept informed of issues.Works collaboratively andoperates as an effective teammember.

Values individual differencesand diversity

Recognises the positive benefitsthat can be gained from diversityand encourages the explorationof diverse views. Harnessesunderstanding of differences toenhance interactions.Recognises the different workingstyles of individuals, and tries to

see things from differentperspectives.

Guides, mentors and developspeople

Identifies learning opportunitiesfor others and empowers themby delegating tasks. Agrees clearperformance standards and givestimely praise and recognition.Makes time for people and offersfull support when required.Delivers constructive, objectivefeedback in a manner that gainsacceptance and achieves

resolution. Deals with under-performance promptly.

Demonstrates public service

professionalism and probity

Adopts a principled approachand adheres to the APS Valuesand Code of Conduct. Actsprofessionally and impartially atall times and operates within theboundaries of organisationalprocesses and legal and publicpolicy constraints. Operates asan effective representative of theorganisation in public andinternal forums.

Engages with risk and showspersonal courage

Provides impartial and forthrightadvice. Challenges importantissues constructively, and standsby own position whenchallenged. Acknowledgesmistakes and learns from them,and seeks guidance and advicewhen required.

Commits to action

Takes personal responsibility formeeting objectives andprogressing work. Showsinitiative and proactively steps inand does what is required.Commits energy and drive to see

that goals are achieved.

Displays resilience

Persists and focuses onachieving objectives even indifficult circumstances. Remainspositive and responds topressure in a controlled manner.Continues to move forwarddespite criticism or setbacks.

Demonstrates self awarenessand a commitment to personaldevelopment

Self-evaluates performance and

seeks feedback from others.Communicates and acts onstrengths and developmentneeds. Reflects on ownbehaviour and recognises theimpact on others. Shows strongcommitment to learning and self-development, and acceptschallenging new opportunities.

Communicates clearly

Confidently presents messagesin a clear, concise and articulatemanner. Focuses on key pointsand uses appropriate,unambiguous language. Selectsthe most appropriate medium forconveying information andstructures written and oralcommunication to ensure clarity.

Listens, understands andadapts to audience

Seeks to understand theaudience and tailorscommunication style and

message accordingly. Listenscarefully to others and checks toensure their views have beenunderstood. Checks ownunderstanding of otherscomments and does not allowmisunderstandings to linger.

Negotiates persuasively

Approaches negotiations with astrong grasp of the key issues,having prepared in advance.Understands the desiredobjectives and associatedstrengths and weaknesses.Anticipates the position of the

other party, and framesarguments accordingly.Encourages the support ofrelevant stakeholders. Strives toachieve an outcome that deliversbenefits for both parties.


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Executive Level 2 profile


Achievesresults




Inspires a sense of purposeand direction

Translates the strategy intooperational goals and creates ashared sense of purpose withinthe business unit. Engagesothers in the strategic direction ofthe work area, encourages theircontribution and communicatesexpected outcomes.


Understands the organisation'sobjectives and links between thebusiness unit, organisation andthe whole of governmentagenda. Considers theramifications of a wide range of

issues, anticipates priorities anddevelops long-term plans for ownwork area.


Gathers and investigatesinformation from a variety ofsources, and explores new ideasand different viewpoints. Probesinformation and identifies anycritical gaps. Maintains anawareness of the organisation,looks for recent developmentsthat may impact on own businessarea and finds out about best

practice approaches.


Undertakes objective, criticalanalysis and distils the coreissues. Presents logicalarguments and draws accurateconclusions. Anticipates andseeks to minimise risks. Breaksthrough problems and weighs upthe options to identify solutions.Explores possibilities andcreative alternatives.

Builds organisationalcapability and responsiveness

Evaluates ongoing projectperformance and identifiescritical success factors. Instigatescontinuous improvementactivities. Responds flexibly tochanging demands. Builds teamswith complementary skills andallocates resources in a mannerthat delivers results.


Values specialist expertise andcapitalises on the knowledgewithin the organisation as well asconsulting externally as

appropriate. Manages contractsjudiciously. Contributes ownexpertise to achieve outcomesfor the business unit.


Establishes clear plans andtimeframes for projectimplementation and outlinesspecific activities. Responds in apositive and flexible manner tochange and uncertainty. Sharesinformation with others andassists them to adapt.


Strives to achieve andencourages others to do thesame. Monitors progress andidentifies risks that may impacton outcomes. Adjusts plans asrequired. Commits to achievingquality outcomes and ensuresdocumentation procedures aremaintained. Seeks feedback fromstakeholders to gaugesatisfaction.

Nurtures internal and externalrelationships

Builds and sustains relationshipswith a network of key peopleinternally and externally.Recognises shared agendas andworks toward mutually beneficialoutcomes. Anticipates and isresponsive to internal andexternal client needs.


Brings people together andencourages input from keystakeholders. Finds opportunitiesto share information and ensuresthat others are kept informed of

issues. Fosters teamwork andrewards cooperative andcollaborative behaviour.Resolves conflict usingappropriate strategies.


Recognises the positive benefitsthat can be gained from diversityand encourages the explorationof diverse views. Harnessesunderstanding of differences toanticipate reactions and enhanceinteractions. Recognises thedifferent working styles of

individuals, and tries to seethings from differentperspectives.


Encourages and motivatespeople to engage in continuouslearning, and empowers them bydelegating tasks. Agrees clearperformance standards and givestimely praise and recognition.Makes time for people and offersfull support when required.Delivers constructive feedback ina manner that gains acceptance

and achieves resolution. Dealswith under-performancepromptly.

Demonstrates public serviceprofessionalism and probity

Adopts a principled approachand adheres to the APS Valuesand Code of Conduct. Actsprofessionally and impartially atall times and operates within theboundaries of organisationalprocesses and legal and publicpolicy constraints. Operates asan effective representative of theorganisation in public andinternal forums.


Provides impartial and forthrightadvice. Challenges important

issues constructively, stands byown position and supports otherswhen required. Acknowledgesmistakes and learns from them,and seeks guidance and advicewhen required.

Commits to action

Takes personal responsibility formeeting objectives andprogressing work. Showsinitiative and proactively steps inand does what is required.Commits energy and drive to seethat goals are achieved.

Displays resilience

Persists and focuses onachieving objectives even indifficult circumstances. Remainspositive and responds topressure in a controlled manner.Maintains momentum andsustains effort despite criticism orsetbacks.


Critically analyses ownperformance and seeks feedback

from others. Confidentlycommunicates strengths andacknowledges developmentneeds. Acts on negativefeedback to improveperformance. Reflects on ownbehaviour and recognises theimpact on others. Shows strongcommitment to learning and self-development, and embraceschallenging new opportunities.


Confidently presents messagesin a clear, concise and articulatemanner. Translates informationfor others, focusing on key pointsand using appropriate,unambiguous language. Selectsthe most appropriate medium forconveying information andstructures written and oralcommunication to ensure clarity.


Seeks to understand theaudience and tailorscommunication style andmessage accordingly. Listens

carefully to others and checks toensure their views have beenunderstood. Anticipates reactionsand is prepared to respond.Checks own understanding ofothers comments and does notallow misunderstandings tolinger.


Approaches negotiations with astrong grasp of the key issues,having prepared well in advance.Understands the desiredobjectives and associatedstrengths and weaknesses.

Anticipates the position of theother party, and adapts approachaccordingly. Encourages thesupport of relevant stakeholders.Encourages debate and identifiescommon ground to facilitateagreement and acceptance ofmutually beneficial solutions.


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Page 21

SES Band 2 profile


Achievesresults





Champions the organisation'svision and goals and promotes ashared commitment to thestrategic direction. Helps createorganisational strategies that arealigned with governmentobjectives and likely futurerequirements. Encouragesothers input and communicatesexpected outcomes fromorganisational strategies.


Understands the organisation'srole within society and considersmultiple perspectives when

assessing the ramifications ofkey issues on the organisationand community. Provides adviceto government that reflectsanalysis of a broad range ofissues and the whole ofgovernment agenda. Considersemerging trends, identifies long-term opportunities and alignsorganisational operations withstrategic priorities.


Draws on information andalternative viewpoints and

monitors information channels tounderstand new issues ofimportance to the government.Monitors change in theenvironment. Positions theorganisation to seizeopportunities and minimisethreats. Addresses any criticalinformation gaps. Usesknowledge of the organisation totailor approaches to differentissues.


Applies intellect and knowledge

to weigh up information andidentify critical factors andissues. Demonstrates effectivejudgement to weigh up optionsand develop realistic solutions.Anticipates risks, addressesthem quickly and helps others torecognise them. Capitalises oninnovative alternatives to resolvecomplex problems.


Focuses on activities that supportorganisational sustainability.Nurtures talent and engages insuccession planning. Facilitatesinformation accessibility andsharing. Looks for ways toimprove effectiveness byharnessing technology andimplementing continuousimprovement activities. Monitorsand manages resourcingpressures for optimum outcomes.Creates a flexible environmentthat enables others to meetchanging demands.

Marshals professional

expertise

Integrates professional expertiseinto the organisation to improveoverall performance and deliveryof organisational outcomes.Manages contracts judiciously.Actively ensures relevantprofessional input from others isobtained and shares ownexperience.


Oversees the implementation ofmultiple change initiatives with a

focus on the desired outcomes.Defines high-level objectives andensures translation into practicalimplementation strategies.Operates effectively in anenvironment of ongoing changeand uncertainty and maintainsflexibility. Actively ensuresstakeholders are kept informedduring times of change.


Drives a culture of achievement,and fosters a quality focus in theorganisation. Ensures ideas and

intended actions become realityand that planned projects resultin expected outputs. Enables theachievement of outcomes byidentifying and removingpotential barriers to success.Keeps stakeholders informed ofprogress and any issues thatarise.


Builds and sustains relationshipswithin the organisation, with theMinister's office, across the APSand with a diverse range ofexternal stakeholders.Encourages stakeholders to worktogether, and establishes cross-agency approaches to addressissues. Shows a commitment toclient service through ownactions and those of theorganisation.


Consults broadly to obtain buy-in.

Draws on the knowledge of keystakeholders within and outsidethe organisation and facilitatescooperation by sharinginformation. Promotesinformation exchange bymaintaining open communicationchannels. Personally manifestsstrong interpersonal relations andrewards cooperative andcollaborative behaviour.Anticipates and resolves conflict.


Capitalises on the positive

benefits that can be gained fromdiversity and harnesses differentviewpoints. Uses understandingof differences to anticipatereactions and enhance theoperation of the organisation.Recognises the different workingstyles of individuals, anticipatesreactions and tries to see thingsfrom different perspectives.


Identifies and develops talent.Encourages and motivatespeople to engage in continuous

learning, and empowers them bydelegating responsibility for work.Sets clear performancestandards and gives timely praiseand recognition. Makes time forpeople and offers full supportwhen required. Deliversconstructive feedback andmanages under-performance.Offers support in times of highpressure. Celebrates successand engages in activities tomaintain morale.


Adheres to and promotes theAPS Values and Code ofConduct and aligns businessprocesses accordingly.Addresses breaches of protocoland probity. Operatesprofessionally and within theboundaries of organisationalprocesses and legal and publicpolicy constraints. Representsthe organisation effectively inpublic and internal forums, andadvocates the corporate agenda.


Provides impartial and forthrightadvice. Is prepared to maketough corporate decisions toachieve desired outcomes.Clearly voices own opinion andchallenges difficult orcontroversial issues. Stands byown position and supports otherswhen required. Takesresponsibility for mistakes andlearns from them. Seeksguidance and advice whenrequired.

Commits to action

Commits to achieving key

outcomes for the organisationand uses personal drive, focusand energy to enthuse others.Galvanises others to act. Actsdecisively and initiates urgentaction to overcome difficultproblems.

Displays resilience

Persists and focuses onachieving organisationalobjectives even in difficultcircumstances. Monitors ownemotional reactions andresponds to pressure in acontrolled manner. Overcomes

obstacles and rapidly recoversfrom setbacks. Displays apositive outlook in difficultsituations.


Has a high level of self-awareness and acknowledgesareas of both strength andlimitation. Confidently promotesareas of strength and proactivelyidentifies learning opportunitiesto extend skills and experience.

Reflects on the impact of ownbehaviour on others and isresponsive in adjustingbehaviour.


Confidently presents messagesin a clear, concise and articulatemanner. Focuses on key pointsfor the audience and states thefacts. Structures message forbrevity and presents messagewith precision and confidence,harnessing the most appropriatemethods of communication.Creates meaning for theaudience by using analogies andstories to illustrate key points.


Seeks to understand theaudience and adapts

communication style andmessage to meet their needs.Listens carefully to others andensures their views have beenunderstood. Anticipates reactionsand prepares a response toaddress the audiencesconcerns. Checks ownunderstanding of otherscomments and does not allowmisunderstandings to linger.


Approaches negotiations with astrong grasp of the key issues.Presents a convincing and

balanced rationale. Focuses onthe way in which the message isdelivered, and uses techniquesto illustrate the argumentpersuasively. Anticipates theposition of the other party, and isaware of the extent of potentialfor compromise. Acknowledgesand addresses disagreements tofacilitate mutually beneficialsolutions. Identifies keystakeholders and engages theirsupport. Focuses on the desiredobjectives and ensuresnegotiations remain on track.


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SES Band 3 profile


Achievesresults





Champions the organisation'svision and goals and unifiesbusiness units with the strategicdirection. Helps createorganisational strategies that arealigned with governmentobjectives and likely futurerequirements. Encouragesothers input and communicatesexpected outcomes fromorganisational strategies.


Understands the organisation'scurrent and potential future rolewithin society. Considers multiple

perspectives when assessing theramifications of key issues anddevelops solutions with long-termviability for the organisation andsociety. Provides advice togovernment that reflects analysisof a broad range of issues.Considers emerging trends,identifies long-term opportunitiesand balances organisationalrequirements with desired wholeof government outcomes.


Draws on information and

alternative viewpoints andmonitors information channels tounderstand new issues ofimportance to the government.Monitors change in theenvironment. Positions theorganisation to seizeopportunities and minimisethreats. Addresses any criticalinformation gaps. Usesknowledge of the organisation totailor approaches to differentissues. Recognises theopportunities offered throughwhole of government approachesand seeks to realise them.


Engages in high-level criticalthinking to identify links anddiscern the critical issues.Identifies the implications for theorganisation and applieseffective judgement to developsolutions. Anticipates long-termand strategic risks, addressesthem quickly and helps others torecognise them. Capitalises oninnovative alternatives to resolvecomplex problems.


Focuses on activities that supportorganisational sustainability.Nurtures talent and engages insuccession planning. Facilitatesinformation accessibility andsharing. Seeks operationalefficiency and streamlines andadapts processes. Investigatesways to improve effectiveness byharnessing technology andimplementing continuousimprovement activities. Engagesin flexible resource managementand looks beyond theorganisations boundaries toachieve the optimum resourcingcombination.


Integrates professional expertiseinto the organisation to improveoverall performance and deliveryof organisational outcomes.Manages contracts judiciously.Actively ensures relevantprofessional input from others isobtained and shares ownexperience.


Drives the change agenda,defines high-level objectives andensures translation into practicalimplementation strategies.Coordinates projects acrossmultiple agencies. Recognisesthe constant nature of changeand maintains flexibility. Securesstakeholder commitment tochange and maintains opencommunication channels duringthe change process.


Drives a culture of achievement,

and fosters a quality focus in theorganisation. Ensures ideas andintended actions become realityand that planned projects resultin expected outputs. Enables theachievement of outcomes byidentifying and removingpotential barriers to success.Keeps stakeholders informed ofprogress and any issues thatarise.


Builds and sustains relationshipsthat provide a rich intelligencenetwork. Establishes an effectiveworking relationship with theMinister. Encouragesstakeholders to work together,and establishes cross-agencyapproaches to address issues.Shows a commitment to clientservice through own actions andthose of the organisation.


Consults broadly to obtain buy-in,recognises when input is

required. Communicates theimportance of consultation withstakeholders to others.Overcomes organisational silosby facilitating cooperationbetween organisations. Engagesthe Ministers office on keyissues. Personally manifestsstrong interpersonal relations andrewards cooperative andcollaborative behaviour.Anticipates and resolves conflict.


Communicates the value of

harnessing diversity for theorganisation. Capitalises on thepositive benefits that can begained from diversity andharnesses different viewpoints.Uses understanding ofdifferences to anticipatereactions and enhance theoperation of the organisation.Recognises the different workingstyles of individuals, anticipatesreactions and tries to see thingsfrom different perspectives.


Identifies and develops talent.Encourages and motivatespeople to engage in continuouslearning, and empowers them bydelegating responsibility for work.Sets clear performancestandards and gives timely praiseand recognition. Makes time forpeople and offers full supportwhen required. Deliversconstructive feedback andmanages under-performance.Offers support in time of highpressure. Celebrates successand engages in activities tomaintain morale.


Adheres to and promotes theAPS Values and Code ofConduct and aligns businessprocesses accordingly.Addresses breaches of protocoland probity. Operatesprofessionally and within theboundaries of organisationalprocesses and legal and publicpolicy constraints. Representsthe organisation effectively inpublic and internal forums, andadvocates the corporate agenda.


Acts as a role model forleadership courage byconsistently raising critical anddifficult issues. Provides impartialand forthright advice. Is preparedto make tough corporatedecisions to achieve desiredoutcomes. Accepts accountabilityfor mistakes made in theorganisation and ensurescorrective action is taken. Seeksguidance and advice whenrequired.

Commits to action

Acts decisively to ensure

strategies are implemented andissues are addressed.Demonstrates personal drive,focus and energy. Galvanisesothers to act. Commits to gettingthe job done. Maintains controland initiates urgent action toresolve issues when required.

Displays resilience

Persists and focuses onachieving organisationalobjectives throughout periods ofextreme pressure. Monitors ownemotional reactions andresponds to pressure in a

controlled manner. Retains focuson the end goal and overcomessignificant barriers and obstacles.Rapidly recovers from setbacks.Displays a positive outlook indifficult situations.


Demonstrates a high level of self-awareness and acts as a rolemodel by openly communicatingstrengths and developmentneeds. Uses self-insight to

identify areas in which owncapabilities complement otherpeoples. Is open to feedbackand is responsive in adjustingbehaviour. Strives for continuallearning.


Confidently presents messagesin a clear and articulate manner.Focuses on key points for theaudience and selects the mostappropriate medium forconveying information. States thefacts and uses straightforwardlanguage to aid transparency.Creates meaning for theaudience by using analogies andstories to illustrate key points.


Seeks to understand theaudience and reads their non-verbal cues. Adapts

communication style andmessage to meet their needs.Listens carefully to others andensures their views have beenunderstood. Anticipates reactionsand prepares a response toaddress the audiencesconcerns. Checks ownunderstanding of otherscomments and does not allowmisunderstandings to linger.


Approaches negotiations with astrong grasp of the key issues.Presents a convincing and

balanced rationale. Focuses onthe way in which the message isdelivered, and uses techniquesto illustrate the argumentpersuasively. Anticipates theposition of the other party, and isaware of the extent of potentialfor compromise. Acknowledgesand addresses disagreements tofacilitate mutually beneficialsolutions. Identifies keystakeholders and engages theirsupport. Focuses on the desiredobjectives and ensuresnegotiations remain on track.


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4 Support toolsWe have developed a number of tools to assist individuals,

leaders and HR practitioners to apply the descriptions and

behaviours described in the Leadership Pathway. The tools form

another significant component of the System.

All components of the System have been designed for flexible

application. Agencies and individuals will select those tools that

suit their requirements, adjusting as required to meet their

particular contexts.

The tools are listed below and each is discussed in detail in the

following pages.

4.1 comparative view of the Leadership Pathway

4.2 layers of complexity

4.3 critical transition points

4.4 individual profiles of the Leadership Pathway

4.5 self assessment tools

4.6 development methods and options

4.7 mapping for individuals.

Culture and

capabi l i ty can be

make or break

factors for effect ive

whole of government

work

(Connecting Government:

Whole of government

responses to Australias

priority challenges,

Management Advisory

Committee Report, 2004)


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Page 24

4.1 Comparative view of the Pathway: Detailed informationThe comparative view of the Leadership Pathway scans across

the levels from EL1 to SES B3 and describes the behaviours and

the changes in capability at each level. Those capabilities where

new behaviours have been introduced are shown in bold, while

a more complex application of the behaviour is shown in italics.

This tool is highly versatile for individuals and is particularly

useful in guiding leadership capability development for:

those who are aspiring to leadership positions at executive

and senior executive levels

those transitioning to the next level, or to a new role

those who want to be more effective at their current level

HR practitioners will use this tool to:

coordinate leadership development opportunities

workforce plan

understand bench strength

support individuals in career planning.

The most significant changes in capabilities across the levels are

found in:


Achieves results

Cultivates productive working relationships.

Leadership

capabil i ty

frameworks are an

integral part of the

leadership

development

process in both the

publ ic and private

sectors

(Corporate LeadershipCouncil: Development and

application of leadership

capability frameworks, 2001)


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Note: Bold reflects new behaviour and italics reflect more complex behaviour Page 25


Inspires a sense of purpose and direction


Description

Provides direction to othersregarding the purpose andimportance of their work.Illustrates the relationshipbetween operational tasksand organisational goals.Sets work tasks that alignwith the strategicobjectives andcommunicates expectedoutcomes.

Translates the strategy intooperational goals andcreates a shared sense of

purpose within thebusiness unit.Engagesothers in the strategicdirection of the work area,encourages theircontribution andcommunicates expectedoutcomes.

Developsthestrategicdirection for the businessunitand creates a sharedsense of purpose bydemonstrating howelements of the strategy fittogether and contribute tohigher-level goals.Encourages others inputand communicatesrequired actions andexpected outcomes.

Champions theorganisation's vision and

goals and promotes ashared commitment to thestrategic direction.Helpscreate organisationalstrategies that are alignedwith government objectivesand likely futurerequirements.Encouragesothers input andcommunicates expectedoutcomes fromorganisational strategies.

Champions the

organisation's vision andgoals and unifies businessunits with the strategicdirection. Helps createorganisational strategiesthat are aligned withgovernment objectives andlikely future requirements.Encourages others inputand communicatesexpected outcomes fromorganisational strategies.

Behaviouralindicators

* Encourages others toprovide input and commenton the strategic direction ofthe business unit.

* Engages others in the

organisation's vision andencourages comment;articulates the need foraction.

* Champions the vision

and communicates theway forward; encouragesothers input to strategicplans.

* Champions the vision

and communicates theway forward; encouragesothers input to strategicplans.

* Communicates withothers regarding thepurpose of their work andthe relationship betweenoperational activities andorganisational goals.

* Communicates withothers regarding thepurpose of their work andthe relationship betweenwork unit objectives andorganisational goals.

* Establishes the strategicgoals for the business unit;communicates linksbetween governmentpolicy, organisational goalsand the work of the unit.

* Contributes to thedevelopment oforganisational strategiesthat are linked withgovernment objectives andare focused on the future;shares this vision withothers.

* Contributes to thedevelopment oforganisational strategiesthat are linked withgovernment objectives andare focused on the future;cascades this visionthrough the organisation.

* Translates high-levelgoals and outcomes intoappropriate tasks forothers.

* Builds a shared sense ofpurpose and direction;translates the vision intoshorter-term goals andobjectives.

* Builds a shared sense ofpurpose and direction bydemonstrating howelements of the strategy fittogether.

* Builds a shared sense ofpurpose and direction byexplaining the visionwhyit has been developed andhow elements of thestrategy fit together.

* Builds a sense of shared

purpose and direction byactively promoting thevision and creatingalignment betweenorganisational units andstrategy.

* Conveys expectationsregarding outcomes andthe timely achievement ofobjectives.

* Frames objectives in ameaningful way andcommunicatesexpectations of theirachievement.

* Promotes the vision andstrategy by communicatingexpectations anddescribing likely outcomesand benefits.

* Steers the vision throughthe organisation;communicates theparameters andexpectations surroundingthe strategy.

* Steers the vision throughthe organisation;communicates theparameters andexpectations surroundingthe strategy.


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Achieves results

Marshals professional expertise


Descrip

tion

Values specialist expertiseand capitalises on theexpert knowledge and skillsof others. Contributes ownexpertise to achieveoutcomes for the businessunit.

Values specialist expertiseand capitalises on theknowledge within the

organisation as well asconsulting externally asappropriate.Managescontracts judiciously.Contributes own expertiseto achieve outcomes forthe business unit.

Integrates professionalexpertise into theorganisation to improveoverall performance and

delivery of business unitoutcomes.Managescontracts judiciously.

Actively ensures relevantprofessional input fromothers is obtained andshares own experience.


delivery oforganisationaloutcomes. Managescontracts judiciously.



delivery of organisationaloutcomes. Managescontracts judiciously.


Behaviouralindicators

* Strikes a balancebetween using externalexpertise and internalknowledge and experience.



* Supplements internalknowledge with technical

expertise from externalproviders and othergovernment organisations.Manages contracts

judiciously.



judiciously.



judiciously.



judiciously.

* Consults internal andexternal experts; taps intotheir technical andprofessional knowledgeand experience to improvework outcomes.

* Consults internal andexternal experts; taps intotheir technical andprofessional knowledgeand experience to improvework outcomes.

* Consults internal andexternal experts; taps intotheir technical andprofessional knowledgeand experience to improveorganisational outcomes.



* Contributes own expertisefor the benefit of the

business unit; encouragesothers to draw upon thisknowledge.


business unit; encouragesothers to draw upon thisknowledge.


organisation; encouragesothers to draw upon thisknowledge.






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Achieves results

Steers and implements change and deals with uncertainty


Description

Establishes clear plans andtimeframes for projectimplementation andoutlines specific activities.Responds in a positive andflexible manner to changeand uncertainty. Sharesinformation with others andassists them to adapt.

Establishes clear plans andtimeframes for projectimplementation andoutlines specific activities.Responds in a positive andflexible manner to changeand uncertainty. Sharesinformation with others andassists them to adapt.

Adopts a planned approach

to the management ofprograms. Defines high-level objectives andsupports translation intoimplementation strategies.Operates effectively in anenvironment of ongoingchange and uncertaintyand maintains flexibility.Actively ensuresstakeholders are keptinformed during times ofchange.

Oversees theimplementation of multiplechange initiatives with afocus on the desired

outcomes. Defines high-level objectives andensures translation intopractical implementationstrategies. Operateseffectively in anenvironment of ongoingchange and uncertaintyand maintains flexibility.

Actively ensuresstakeholders are keptinformed during times ofchange.

Drives the change agenda,defines high-level

objectives and ensurestranslation into practicalimplementat

the integrated leadership system

Documents