Tuesday, September 10, 2013

Leadership Capability Framework

Loved this model of Leadership Capability Framework published by Australia Public Service Commission.

The framework - see below for the details

Shapes strategic thinking

Inspires a sense of purpose and direction
  • Personally contributes to, shapes and champions the organisation's vision and goals, relating these to government requirements. 
  • Translates broad strategy into practical terms for others, and creates a shared understanding of what has to be achieved. 
  • Within the overall strategic context, presents others with an integrated picture of the actions and priorities that will be required. 
  • Provides them with a clear sense of direction and endeavours to unite understanding among all levels within the organisation.
Focuses strategically
  • Develops advice to government on potential outcomes, and develops a long term perspective on organisational success. 
  • Integrates a 'big picture' view of goals with how to achieve them. 
  • Operates on the basis of a 'whole of government' framework and takes the broader context into account. 
  • Ensures portfolio effort contributes to cross-government priorities. 
  • Envisages what might be and how future possibilities balance with the 'here and now'.
Harnesses information and opportunities
  • Seeks to acquire knowledge, and is open to new information and different perspectives. 
  • Values finding out about Australian and global best practice (public and private sector) and considers the workings of the organisation within this context. 
  • Demonstrates business acumen by thoroughly researching the market that the organisation operates in (and opportunities offered and constraints imposed) to yield greater efficiencies and improve quality of service. 
  • Keeps abreast of major technological changes and their impacts.
Shows judgement, intelligence and commonsense
  • Grasps complexity and identifies issues that tend to be overlooked by others. 
  • Thinks through problems from various angles, and analyses them dispassionately and objectively. 
  • Probes and critically evaluates information before applying both intellect and experience to final judgement. 
  • Is willing and able to question traditional assumptions and practices rather than taking things as given. 
  • Has the capacity to provide originality of thought and develop innovative solutions.

Achieves results

Builds organisational capability and responsiveness
  • Initiates fluid and flexible resourcing options based on an appreciation of emerging requirements in a constantly changing environment. 
  • Looks outside of organisational 'silos' to identify what resourcing combination will deliver the best results, rather than being bound by existing organisational structures and processes. 
  • Responds flexibly to various stakeholder requirements and changing circumstances as they arise, varying deployment of resources within imposed constraints. 
  • Exploits the advantages offered by information technology. 
  • Takes action to ensure sustainability.
Marshals professional expertise
  • Values specialist expertise and places emphasis upon creating an environment which facilitates the sharing and effective utilisation of professional knowledge and skills. 
  • Ensures relevant professional input from others is obtained.
Steers and implements change and deals with uncertainty
  • Develops and oversees the implementation of change initiatives in a sometimes uncertain environment. 
  • Defines high level objectives and ensures translation into practical implementation strategies.
  • Undertakes both long and short term planning phases and sets timescales for completion.
Ensures closure and delivers on intended results
  • Engenders a culture of achievement, by ensuring ideas and intended actions become reality and that planned projects actually result in expected outputs. 
  • Puts systems in place to establish and measure accountabilities.

Cultivates productive working relationships

Nurtures internal and external relationships
  • Builds relationships with Ministers, within the organisation and with key people in external organisations. 
  • Proactively creates a professional network and develops mutually beneficial relationships based on respect. 
  • Shows commitment to customer service.
Facilitates cooperation and partnerships
  • Puts effort into developing a work environment where people pull together and value collaboration and teamwork. 
  • Creates a sense of 'interconnectedness' with other departments and agencies, ensuring opportunities to share views and ideas. 
  • Personally manifests strong interpersonal relations by role-modelling 'team-player' behaviour, including a willingness to consult and listen.
Values individual differences and diversity
  • Supports and respects the individuality of others and recognises the benefits of diversity of ideas and approaches. 
  • Recognises different skill areas and levels of expertise. 
  • Understands others and responds to them in an appropriate way.
Guides, mentors and develops people
  • Inspires ongoing learning in others. 
  • Gives timely recognition for good performance. 
  • Motivates others with an enthusiasm to 'give their all' by setting challenging goals, as well as supporting and encouraging them when they need assistance to overcome problems. 
  • Helps others to address areas of weakness by encouraging them to take an active role in their own development, and creating a climate with right opportunities to do so. 
  • Understands when it is appropriate to confront issues and takes action to deal with difficult performance situations.

Exemplifies personal drive and integrity

Demonstrates public service professionalism and probity
  • Adheres to and promotes the APS Values and ethical framework as set out in the APS Code of Conduct. 
  • Serves the government of the day irrespective of personal preferences. 
  • Implements policies and programs based on corporate decisions rather than personal views.
Engages with risk and shows personal courage
  • Is prepared to be forthright and 'tell it like it is' (and not how people might like it to be). 
  • Is independently minded and willing to challenge ideas and confront issues. 
  • Is prepared to acknowledge when in the wrong, and learns from mistakes. 
  • Is also prepared to ask for help and values advice from others.
Commits to action
  • Is determined, highly motivated and action-oriented. 
  • Takes personal responsibility for getting things done, and for the success of the organisation. 
  • Handles issues proactively and tries to shape events. 
  • Doesn't procrastinate. 
  • Readily invests energy and initiative into progressing work.
Displays resilience
  • Remains focused on the objectives even in difficult circumstances. 
  • Bounces back after setbacks and remains positive. 
  • Maintains energy and willingly invests extra effort when required.
Demonstrates self awareness and a commitment to personal development
  • Shows strong commitment to continued learning. 
  • Actively seeks feedback from a wide range of sources. 
  • Takes responsibility for own development and for managing self in a way which enables sustained performance. 
  • Looks for opportunities to enhance own skills. 
  • Values continuing development.

Communicates with influence

Communicates clearly
  • Produces user-friendly verbal and written communication that is clear and concise. 
  • Ensures unambiguous delivery of the message, and checks that it has been understood as intended. 
  • Keeps people up to date and fully informed of any changes to the original communication.
Listens, understands and adapts to audience
  • Listens actively to ensure views and information are properly exchanged.
  • Checks with others to ensure their views have been accurately understood. 
  • Uses and adapts style as necessary to meet the requirements of the audience.
  • Creates opportunities to listen to those whose input can add value.
Negotiates persuasively
  • Establishes credibility and approaches negotiations persuasively. 
  • Offers a convincing rationale which has been thought through in advance and carefully positioned with reference to desired organisational outcomes. 
  • Allows for a genuine contest of ideas and pulls disparate views into a coherent position, and finds common ground to facilitate agreement and acceptance of mutually beneficial solutions. 
  • Reaches negotiated positions, through compromise, which lead to the achievement of the required outcomes.


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