Cluster 1 – Leadership

1.1-Strategic thinking

Ability to understand wide implications to the business including challenges and opportunities and translate them into an actionable vision

Competence

• LEARNING

  • Understanding how individual and team performance contributes to business objectives
  • Knows which actions shall be taken to achieve business objectives
  • Able to leverage multiple areas of the organisation to achieve business objectives

• EXECUTING

  • Demonstrable ability to prioritise the individual’s and others work
  • Able to articulate business strategy and priorities and obtain buy-in from within and outside the business
  • Able to align diverse agendas from across the business to achieve a common goal

• MONITORING

  • Contributes to development of business strategy
  • Able to operationalise defined business strategy in the delivery of own and team’s work
  • Consistently takes the implications of own and teams into account when making decisions

• DIRECTING

  • Able to construct a vision of the business that is closely tied to overarching strategy
  • Consistently able to identify challenges to the business and convert them into catalysts for change
  • Able to identify and manage strategic organisational priorities and / or strategic initiatives to completion

DEFICIENCY

• LEARNING

  • Behavior illustrates lack of awareness of how the individual’s work impacts other and / or the business
  • Unaware of issues that impact the business

• EXECUTING

  • Inability to prioritise own and others work
  • Unable to identify and manage internal or external changes that will impact own and others work

• MONITORING

  • Demonstrates a lack of awareness of the repercussions and / or impact of own and team’s decisions
  • Unable to clearly articulate the strategy of the business in communications with colleagues and / or subordinates

• DIRECTING

  • Inability to effectively collaborate with peers in leadership roles within the organisation
  • Inability to manage organisational priorities and / or strategic initiatives to completion

1.2- Managing and developing performance

Setting developmental goals for oneself and others that will contribute to the overall success of the business by providing opportunities and constructive feedback to enhance skills during the course of their development.

Competence

• LEARNING

  • Demonstrates the ability to seek out and incorporate new information relevant to own and teams job function / role
  • Takes ownership of own and teams development plan to ensure alignment with both personal and business needs
  • Able to clearly articulate development objectives

• EXECUTING

  • Proactively attempts to obtain knowledge related to the performance of job function / role
  • Supports team members in their attempts to obtain knowledge related to the performance of their job function / role, providing guidance on development
  • Recognises the achievements of staff and shares lessons learned
  • Able to clearly articulate expectations

• MONITORING

  • Encourages team to perform at their best through demonstrating the value of their efforts
  • Demonstrates the ability to close performance gaps in self and others
  • Able to establish and monitor performance criteria for self and others, making adjustments as necessary to continuously improve

• DIRECTING

  • Facilitates an organisational culture the encourages continuous improvement and knowledge-sharing
  • Ability to identify critical strategic performance indicators that should be implemented / monitored across the business
  • Leads by example through own behavior and encourages others to do the same

DEFICIENCY

• LEARNING

  • Unable to perform the duties required of the role

• EXECUTING

  • Fails to address performance gaps proactively
  • Unable to share authority and / or empower others

• MONITORING

  • Provides critical performance feedback in an non-constructive or insulting manner
  • In ability to identify and / or remedy performance gaps

• DIRECTING

  • Does not provide others with the opportunity to develop new skills and / or behaviors
  • Sets and monitors standards of performance that are irrelevant to the business

1.3- Decision making

The ability to make evidence-based choices with an full understanding of the risks involved and being accountable for the results

Competence

• LEARNING

  • Assumes personal responsibility for own decisions
  • Able to effectively identify and mitigate risks (where possible) in the decision-making process
  • Actively seeks the input of others (when possible) to make the most informed choices

• EXECUTING

  • Able to demonstrate the decisions taken have utilised the best and / or most current data available at the time
  • Seeks to have the input of others where a specialised skill-set and / or knowledge is required
  • Demonstrates the ability to make a decision without relying on the input of others when necessary

• MONITORING

  • Demonstrates the ability to make secure decisions in a short time frame when necessary
  • Assumes accountability for decisions taken by own self and / or team
  • Effectively identifies key stakeholders in the decision-making process and engages with them appropriately
  • Facilitates a culture focused on understanding poor decisions to drive better choices in the future

• DIRECTING

  • Consistently demonstrates the ability to make challenging decisions for the betterment of the organisation
  • Empowers team to make decisions and take accountability for their outcomes
  • Consistently engages with stakeholders early during the decision-making process

DEFICIENCY

• LEARNING

  • Consistently demonstrates the inability to make a firm decision (waffling)
  • Consistently makes decisions without thinking through the consequences of the choice
  • Does not seek input in decision process

• EXECUTING

  • Attempts to pass on accountability for poor decisions to others
  • Makes decisions in a silo where additional input is required and available

• MONITORING

  • Makes decisions with our stakeholder engagement

• DIRECTING

  • Procrastinates making unpopular organisational choices
  • Does not embrace ownership of poor organisational decisions