Below are some sample Capabilities, Attributes and Statements to help you with your diagnostic questionnaire creation. Notice that they are all written in the positive to fit with the 1-7 Agree/Disagree scale. In the examples below, the Attributes have been assigned a two letter code to remind you which Capability they belong to. For example, all Attributes in the “Achievement focus” capability has the prefix AF. This naming convention is not compulsory.
AF Achieves results
- Develops team capability to plan and manage major challenges
- Performs professionally and with the expertise required of the position
- Acts decisively when making an assessment, committing to a position or initiating action
- Achieves goals by ensuring efficient follow-up on issues
- Measures achievements rigorously against plans
AF Sets high personal standards of performance
- Sets high personal standards for success
- Implements professional development plan to improve performance
- Learns from team members
- Initiates specific changes in own work methods to improve performance
- Uses a coach/mentor to improve performance standards
AF Wants to do job well
- Tries to do every task well
- Asks for support as appropriate
- Undertakes learning to improve work performance
- Acts to address lack of productivity or success
- Initiates improvements to own work methods
AF Works to exceed expectations
- Works to exceed achievement of set objectives
- Seeks to take on challenging tasks
- Engages in continual professional development
- Uses experience to implement improvements
- Provides regular feedback on performance levels against plan
BC Demonstrates sound business skills
- Practises effective communication strategies and techniques
- Applies business expertise to ensure team success
- Demonstrates financial and budgetary capability
- Effectively implements performance management
- Identifies customer needs and builds team capabilities around these
BC Is a good coordinator
- Organises roles and responsibilities
- Gets the best from teams and business units
- Manages interrelationships effectively
- Balances activities and tensions well
- Knows how to use skills of different team members
BC Is efficient
- Establishes accurate resource requirements for all major tasks/projects budgets and timelines are monitored and updated as required
- Solves resourcing problems quickly and effectively
- Makes effective use of organisational support systems
- Coordinates roles and responsibilities for people efficiently
- Knows how to use the capabilities of different people effectively
BC Manages resources well
- Identifies opportunities for improving resource allocation
- Solves resourcing problems effectively
- Establishes and maintains integrated operations wherever feasible
- Plans, monitors and controls the performance of resources
- Has a strong focus on meeting budget requirements
BC Plans well
- Defines the purpose of every plan and communicates this clearly to others
- Thinks and plans ahead rigorously
- Takes into account client and customer expectations when planning
- Ensures that budgets and time frames around major activities are of a high standard through strong planning and monitoring
- Creates contingency plans for unforseen events
BC Provides strong support service
- Provides efficient services to support business requirements
- Provides good quality information and reports
- Strives to improve the financial position of the team/ organisation
- Drives improvements in the planning, organisation and evaluation of work
- Listens to the needs of internal customers and responds effectively
CM Manages change well
- Involves staff in initiating and implementing change
- Rewards and motivates others who are creative and change ready
- Sustains change processes until successful outcomes are apparent
- Demonstrates capacity to identify priorities for change
- Manages internal and external relationships to gain acceptance of change
CM Responds effectively to change
- Reshapes the team to deal with the challenges created by change
- Creates innovative solutions to deal with uncertainty resulting from change
- Improves team’s capacity to deal with change
- Generates innovative and creative ideas which assist in progressing the change process
- Locates discontent arising from change and deals with it effectively
CO Communicates strategy well
- Communications demonstrate good strategic thinking
- Communicates a clear vision for the organisation
- Influences people to work towards achieving the overall goals
- Relates all tasks to the strategic focus of the organisation
- Looks toward the future, not the past
CO Communicates well with team
Canvases and acknowledges the views of team members
- Informs the team of the rationale for decisions
- Consults with the team to achieve the best results
- Gives the team regular feedback about performance and achievement of targets
- Handles team meetings well
CO Communicates with influence
- Is an active listener
- Communicates openly with staff
- Communicates fluently, effectively and coherently
- Adapts communication style to engage specific audience
- Supports own comments with logical explanation and sound rationale
CO Condenses complexity
- Prepares fully when communicating complex issues
- Presents complex issues clearly, credibly and effectively
- Communicates at the right level of detail for each situation
- Applies analytical and problem solving techniques to assist decision making
- Collects, organises and uses information well
CO Creates Clear Understandings
- Conveys difficult ideas and problems in a way that aides understanding
- Communicates the ‘big picture’ well
- Encourages and practises open communication
- Allows issues to be raised and discussed without fear of reprisal
- Is in touch with the concerns of others
CO Displays confidence
- Displays confidence when addressing large groups
- Promotes enthusiasm by using personal examples when communicating
- Handles meetings professionally
- Answers questions with awareness and sensitivity
- Engages people through relevant information and language
CO Gives and receives feedback
- Is a good listener
- Gives constructive feedback to others
- Accepts feedback form others without becoming aggressive or defensive
- Acts on feedback received from others
- Maintains the confidentiality of sensitive personal information
CO Is a logical communicator
- Uses research and other tools to back up opinions and decisions
- Expresses opinions with clarity and sound examples
- Relates all information to key issues that concern the listener
- Selects and uses appropriate communication techniques
- Presents information in a clear logical sequence
CN Demonstrates diplomacy
- Readily accepts responsibility for own mistakes
- Sees honest mistakes as an opportunity for future improvement
- Contributes to an environment of trust in the team
- Approaches sensitive issues in a way that will not offend people
- Is sensitive to tense interpersonal situations
CN Demonstrates sensitivity
- Resolves conflict or potential conflict in a constructive manner
- Manages sensitive interpersonal situations effectively
- Relates well to all levels of staff
- Communicates without undue emotion and/or pre-judgement
- Is diplomatic in imparting difficult or negative information
CN Resolves conflict effectively
- Acts in a timely and appropriate way to resolve conflict
- Skillfully secures win-win agreements between parties with opposing interests
- Identifies and resolves conflict with minimum disruption to team function
- Avoids hostility when dealing with conflict - remains calm at all times
- Can see when situations resulting in conflict are likely to arise and takes action to prevent this
CT Consults actively with others
- Values other’s input and expertise
- Is willing to learn from other team members for the benefit of the team
- Actively seeks and encourages others to input ideas and opinions
- Shows respect for contribution or work of others
- Seeks regular feedback on achievement of team goals
CT Establishes and maintains cooperative relationships
- Recognises and responds to the needs of internal clients
- Establishes genuine professional relationships with people
- Readily shares relevant and useful information with people
- Involves the right people at the right time in any process or decision
- Builds rapport easily with a wide range of people,
CI Innovates in the workplace
- Improves performance through new team initiatives
- Actively removes constraints to innovation in the workplace
- Creates an environment for innovation and creative thinking
- Pursues new ideas from sources within and outside the organisation
- Improves performance by doing things that are unique, leading edge
CI Is creative
- Thinks positively, produces good ideas
- Thinks ‘outside the box’ and is not limited to conventional ideas
- Draws on a range of people and resources for inspiration
- Is willing to challenge traditional methods and practices
- Has a clear vision of what is possible if things are done creatively
CS Acts as the customer’s advocate
- Seeks information about the underlying needs of the customer,
- Seeks long term benefits for the customer
- Takes customer’s side when this conflicts with internal interests
- Will do whatever it takes to resolve customer problems
- Is honest and open in all communications with customers
CS Improves customer satisfaction
- Identifies and implements opportunities to improve customer satisfaction
- Responds quickly and effectively to customer dissatisfaction
- Understands clearly the issues that drive customer satisfaction
- Keeps everyone fully informed about customer satisfaction issues
- Follows through on commitments to customers
CS Is customer focused
- Corrects customer service problems promptly
- Assists customers promptly and professionally
- Actively seeks ideas to improve service to customers
- Implements change according to customer feedback
- Listens to customer feedback and acts appropriately
CS Keeps customer informed
- Follows through on customer enquiries, requests or complaints
- Keeps customer up-to-date about progress of projects or issues
- Maintains regular and close contact with key internal /external customers
- Seeks feedback from customers and reacts appropriately
- Negotiates sensitively with all customers to ensure mutual satisfaction
CS Maintains successful customer relationships
- Develops and maintains positive working relationships with internal/ external customers
- Adopts a professional approach to all customer interactions
- Negotiates effectively with customers
- Uses effective consultation process to assess customer needs
- Contributes to development of trust between business and customers
CS Monitors customer’s satisfaction
- Monitors effectiveness of customer service strategies
- Maintains clear communication with customers regarding their needs
- Monitors customer satisfaction levels regularly
- Evaluates and adjusts customer service strategies on a regular basis
- Keeps customers fully informed on all relevant issues
CS Positions our business with the customer
- Informs customers exactly what the business stands for and where it is going in the future
- Reinforces all aspects of competitive advantage to customers
- Is explicit in communications to customers on how the business is different than competitor’s
- Builds relationship with customers that go beyond processes, products or services
- Monitors competitors regularly and uses the information to improve customer service
DM Analyses all aspects of the decision
- Identifies what’s important strategically
- Exercises good judgement
- Takes all stakeholders into account when making a decision
- Makes timely, insightful decisions and achieves successful outcomes
- Considers issues from other’s perspectives
DM Is Decisive
- Takes decisive action
- Acts on the basis of the best available information
- Will make tough decisions
- Does not back away from risky decisions
- Bases decisions objectively on the merits of the issue
DE Delegates effectively
- Delegates effectively - does not complete tasks that should be done by someone else
- Trusts in people’s ability to accomplish tasks to acceptable levels of performance
- Gives others authority to make decisions
- Evaluates people’s capability to do the job before delegating
- Supports staff in successfully completing delegated tasks
DO Accurately assesses people’s development needs
- Makes an objective assessment of an individual’s strengths and weaknesses
- Refers to evidence of past performance to support assessment of development needs
- Evaluates people’s performance against set goals
- Allows people to explain fully what they think about their own performance
- Implements development programs to support staff in achieving performance goals
DO Coaches staff
- Coaches staff one-on-one as often as necessary
- Gives staff practical directions and suggestions for improvement
- Asks people questions to ensure a full understanding of their development needs
- Reassures people after a setback
- Volunteers additional resources, tools, information or expert advice
DO Does longer term coaching or training
- Acts as a mentor
- Arranges appropriate training or other experiences for fostering development
- Creates understanding of long term goals
DO Expresses positive expectations of others
- Makes positive comments regarding others’ potential
- Expresses a desire to develop others
- Believes that others want to and can learn or improve their performance
- Takes pride in the development of others
- Supports others in successful achievement of targets
DO Gives feedback well
- Gives negative feedback in a constructive manner
- Expresses positive expectations for future performance
- Regularly gives constructive feedback for development purposes
- Gives positive feedback whenever appropriate
- Always provides specific feedback, using examples to demonstrate a performance issue
DO Provides opportunities for development
- Delegates full authority and responsibility when an individual is considered competent and ready
- Gives people the freedom to do a task in their own way
- Provides the opportunity to make, and learn from, mistakes in a non-critical setting
- Encourages individuals to build the capabilities required for more senior or complex roles
- Supports staff in career planning
DR Has strong personal resolve
- Is willing to make tough decisions
- Knows how to say “no”
- Is not influenced by friendship considerations when a tough decision is needed
- Is willing to support the company line even if this will be unpopular with others
- Is willing to take an unpopular stand if they believe it is right
DR Is energetic
- Produces lots of new ideas
- Is incisive, likes to get to the centre of matters quickly
- Overcomes obstacles through tenacious behaviour
- Possesses obvious enthusiasm and energy
- Focuses on the execution of activities - walks the talk
DR Is street smart
- Is inquisitive and curious about how things work in practice
- Is intelligent, picks up on issues quickly
- Is resilient, knows how to take a fall and bounce back
- Learns well from experiences and applies learning to new situations
- Is competent, knows their own strengths and weaknesses
DR Possesses strong drive
- Demonstrates good thinking when placed in stretching or challenging situations
- Role models high performance standards
- Drives people hard to produce results
- Is able to convince others to willingly support a preferred outcome or approach
- Displays proactivity and a sense of urgency to get on with the job
EM Delegates effectively
- Delegates effectively - does not complete tasks that should be done by someone else
- Trusts in people’s ability to accomplish tasks to acceptable levels of performance
- Gives others authority to make decisions
- Evaluates people’s capability to do the job before delegating
- Supports staff in successfully completing delegated tasks
EM Demonstrates trust
- Trusts people to do a job well
- Acknowledges that people have the skills and abilities to achieve high goals
- Provides the opportunity to make, and learn from, mistakes in a non-judgemental setting
- Delegates full authority and responsibility
- Keeps staff regularly informed of future directions
EM Encourages people
- Publicly credits people who have performed well
- Encourages people to perform better
- Asks for the considered views and recommendations of others
- Supports the actions and ideas of others
- Allows people to try new things and make mistakes
EM Expresses positive expectations
- Expresses positive expectations of team members
- Speaks of team in positive terms
- Trusts team judgement and that they know what they are doing
- Shows respect for others’ experience and/or expertise
- Gives honest feedback regarding staff capabilities
ET Models ethical behaviour
- Works through conflicting perspectives to find the “right” answer
- Demonstrates sound ethical behaviours with colleagues and customers
- Acts consistently with corporate values
- Does not make promises they cannot keep
- Does not pretend to know things he/she does not
ET Supports ethical practices
- Allows people to take an unpopular stand if they believe it is right
- Contributes to an environment of trust
- Makes ethical decisions with the support of the team and makes decisions public, as appropriate
- Facilitates an open culture so that there are “no surprises”
- Values forgiveness of honest mistakes
EX Articulate organisational vision and goals
- Inspires others to commit to a shared sense of organisational vision
- Supports staff to implement organisational vision
EX Build the business required for the future competitiveness
- Understands the purpose of business reform and communicates this clearly to others
- Keeps up to date with changes occurring in the industry
- Actively participates in the change process, does not hold change back
- Works through distractions and stays focused on solutions
EX Develop and maintain effective teamwork
- Initiates processes which foster involvement at all levels
- Values individual differences and diversity
EX Establishes rapport with contacts
- Informally seeks input on important issues from contacts
- Establishes and maintains strong working relationships with useful contacts
- Frequently initiates contact to discuss mutually relevant issues and share information
- Draws on the relationships to provide information, advice or other assistance when required
- Is recognised as a useful contact because of their wide network and range of knowledge
EX Facilitate people effectiveness
- Empowers and motivates people in the work environment
- Guides, mentors and develops people
EX Knowledge leadership
- Shows leadership in areas of content expertise
- Strives to excel in what they do
- Demonstrates the scope and depth of skill or knowledge required to perform job
- Maintains high standards of quality in work
- Work constantly exceeds standards
- Develops high-level performance criteria to ensure accountability
- Monitors and reviews accountabilities to ensure continuous improvement
EX Lead people to achieve organisational vision
- Provide leadership to mobilise people
- Initiate and maintain change processes
- Develop and maintain effective teamwork
- Communicate effectively to achieve maximum influence
EX Quality of work and job knowledge
- Works at an acceptable pace or produces acceptable volume
- Produces work which is routinely free of errors or mistakes
- Produces work which is usually well organised and professional in appearance
- Demonstrates the scope and depth of skill/knowledge required to perform job well
- Meets deadlines
- Maintains high standards of quality in work
- Is dependable
- Works safely without exposing self or peers to risk of injury
- Tries her/his hardest to be the best she/he can possibly be
- Regularly exceeds expectations
FE Gives feedback well
- Gives negative feedback in a constructive manner
- Expresses positive expectations for future performance
- Regularly gives constructive feedback for development purposes
- Gives positive feedback whenever appropriate
- Always provides specific feedback, using examples to demonstrate a performance issue
FE Seeks feedback well
- Listens to feedback carefully and without becoming aggressive or defensive
- Checks validity of their thinking with others
- Seeks feedback from others to improve their effectiveness
- Responds to feedback by implementing appropriate changes to their behaviour
- Takes feedback as a colleague not as a “boss”
FL Demonstrates flexibility
- Applies rules or procedures flexibly
- Demonstrates personal flexibility
- Is not annoyed or confused by ambiguity
- Modifies their behaviour or approach to suit the situation or the group
- Re-evaluates their own performance in light of changed conditions
FL Is open to alternative points of view
- Consults widely when formulating an opinion on something important
- Is open to and understands the validity of others’ perspectives
- Is prepared to adjust plans quickly when new information becomes available
- Seeks input from others whenever this is appropriate
- Responds positively to good suggestions
IP Builds support for key issues
- Builds support for ideas through informal meetings and discussions
- Shares information with others and makes people feel included
- Supports others in achieving their goals - is not only self focused
- Creates and maintains a positive work ethic and stimulating work environment
- Is able to convince others to willingly support a preferred outcome or approach
IP Is persuasive
- Uses convincing and credible argument to persuade people
- Effectively appeals to reason or logic to gain commitment and agreement
- Adapts communication to the audience’s perspective, position or level
- Uses examples from personal experience to be more persuasive
- Presents convincing evidence to support decisions
IP Knows how to have impact
- Knows how to have impact
- Anticipates the reactions of others and adjusts their own behaviour accordingly
- Models professional behaviour at all times
- Is good at working with and influencing people
- Is accomplished at using many diverse influencing strategies - direct and indirect
- Is comfortable/ at ease with a position of authority
IM Is direct in accessing information
- Practises ‘management by walking around’ to get information directly from the people concerned
- Asks probing questions to get to the cause of a situation or a problem
- Consults with the right people at the right time
- Sets up regular and productive meetings to gather and spread information
- Knows what information is needed and asks incisive questions
IM Manages information effectively
- Develops systems to organise and improve the quality of information and data collection
- Disseminates all the information people need to know to do their job effectively
- Engages in open and honest communication
- Makes a systematic effort to obtain necessary information before acting
- Uses a wide network of contacts as a source of information on key issues
IM Manages information systems effectively
- Uses existing information systems and resources to maximum advantage
- Identifies and introduces new systems and ideas to improve organisational performance
- Is aware of strengths and limitations of current support systems
- Contributes to the improvement of IT systems
- Involves everyone in improving information systems
IN Acts decisively
- Acts quickly and decisively when things go significantly wrong
- Initiates activities before being requested to do so or being compelled by circumstances
- Avoids a future problem or crisis by looking ahead
- Takes control of the situation and does not let the problem sort itself out
- Learns from mistakes
IN Identifies and acts on opportunities or problems
- Identifies and acts upon current opportunities
- Addresses current problems immediately
- Implements new strategies to avoid repeating mistakes
- Turns problems around to become opportunities
- Implements new or improved solutions to create gains in performance
IN Persists
- Persists in the course of an action or plan, finishes what is started
- Takes several steps to overcome obstacles or hindrances
- Keeps focused on goals, even when things go wrong or do not go smoothly
- Constantly acts to identify business enhancing initiatives and new opportunities
- Is resilient - can recover quickly after a set back
IG Acts on organisational values
- Demonstrates the courage to act on organisational values in the face of opposition
- Challenges others to demonstrate organisational values
- Often relates organisational values to major decisions
- Does not engage in activities that will bring the organisation into disrepute
- Models organisational values
IG Is caring
- Is caring, understands and considers the impact of actions on other people
- Recognises and allows for the personal circumstances of people
- Values the happiness of others, including their family
- Always honours commitments made to other people
- Treats people fairly regardless of who they are
IG Is open and honest
- Expresses what they are thinking politely and with respect for others
- Is open-minded, does not judge people or issues prematurely
- Is not influenced by friendship with a colleague when making a business decision
- Is open and honest in all communications
- Knows how to say “no” when this is necessary
IG Shows integrity
- Is honest and direct in all interactions, straight down the line
- Is fair in dealing with a broad range of people and issues
- Values equity, provides everyone with the same opportunities
- Actively seeks out the truth, the real facts behind a situation
- Admits mistakes and takes specific action to correct them
IE Attempts to understand others:
- Takes time and effort to listen to others’ problems
- Picks up clues to others’ feelings, concerns and issues
- Asks questions to check understanding
- Accepts people from different backgrounds without judgement
- Understands emotions and what people leave unsaid
IE Has strong listening skills
- Is in touch with the concerns of individual staff
- Is a good listener
- Asks questions that go to the heart of the issue
- Does not interrupt when people are speaking
- Is an active listener - reflects back what they have heard
IE Self-reflection
- Is sensitive to their impact on other people
- Accepts constructive feedback in a mature manner
- Evaluates their own performance honestly
- Learns from mistakes, is unlikely to repeat the same mistake twice
- Has an honest understanding of their own strengths and weaknesses
IE Two way feedback
- Seeks feedback from others to improve own effectiveness
- Gives positive feedback whenever appropriate
- Listens to feedback carefully and without becoming aggressive or defensive
- Gives negative feedback in a constructive manner
- Always provides specific feedback, using examples to demonstrate a performance issue
IE Understands what motivates others
- Understands a person’s underlying problems or issues
- Is non-judgemental when dealing with people
- Presents a valid view of peoples’ strengths and weaknesses
- Is able to understand what motivates and drives others
- Is sensitive to the needs of others and shows sincere interest
JU Demonstrates good judgement
- Anticipates obstacles and thinks ahead about next steps
- Uses different techniques to break apart complex problems to reach a solution
- Uses experience effectively when making decisions
- Takes the human impact of decisions into account
- Assesses the relative value of various options before making a decision
JU Focuses on priorities
- Sets appropriate priorities based on key information
- Remains focused on critical issues even when extremely busy
- Is not distracted by irrelevant information or non-critical issues
- When it is time for action, picks on the big issues first
- Chooses strategies that will best serve in reaching objectives
JU Uses business tools and processes
- Demonstrates an understanding of the business processes that contribute to success
- Takes steps to keep abreast of new, relevant business processes
- Demonstrates lifelong learning skills and an awareness of the need for continual self-improvement
- Is implementation and outcome focused - wants to get things done efficiently
- Does not lose sight of the desired outcomes when processes become distorted or complex
LE Coaches effectively
- Displays good skills in coaching staff individually
- Gives constructive feedback, both positive and negative
- Invests in the development of people, is genuinely interested in their progress
- Coaches individuals and groups to improve
- Has a positive impact at an individual level
LE Demonstrates self leadership
- Handles personal stress so as to minimise negative effects on the workplace
- Maintains a healthy balance between professional and private commitments for optimum well-being
- Models high professional, ethical work practices
- Continually seeks self improvement
- Readily accepts responsibility for own mistakes
LE Excels at teambuilding:
- Leads people well to work together to produce better results
- Strives to maintain high level of morale in the team
- Displays a willingness to help people succeed in their jobs
- Is sensitive and respectful of the needs of team members
- Works well with most people and is enjoyable to be around
LE Has a strong Vision for the future
- Defines organisational purpose clearly
- Uses a clear vision to gain the commitment of people to the challenges facing the organisation
- Sets performance goals consistent with organisation’s overall strategic direction
- Understands and works toward advancing the organisation’s values
- Can explicitly articulate the ideal future towards which we are working
LE Has an effective leadership style:
- Demonstrates a leadership style which is participative and supportive
- Demonstrates a leadership style which encouraging and motivating
- Demonstrates a leadership style which is challenging and demanding of high performance
- Demonstrates courage and is able to say ‘no’
- Models the behaviours expected of a leader in this organisation
LE Is politically aware
- Cooperates with government initiatives, even if they are not the priority of the organisation
- Develops ties across government and the public sector
- Has a clear set of objectives and uses these to influence others
- Maintains close contacts with public sector, especially when the organisation wants nothing
- Demonstrates political acumen
LE Leads people well
- Displays a strong commitment to the performance management process
- Establishes clear objectives and informs people how well they are being achieved
- Maintains high levels of motivation and morale
- Communicates regularly and openly with relevant people
- Displays a strong commitment to the personal and professional development of staff
LE Manages activities to achieve a balanced lifestyle
- Maintains a healthy balance between professional and private commitments
- Manages time effectively
- Makes personal choices which optimise performance at work and personal well-being
- Prioritises work related tasks so as not to reduce the value of personal relationships
- Handles personal stress in a manner that minimises negative effects on the workplace and self
MO Involves people to motivate them
- Motivates people by involving them in the right way at the right time
- Communicates oral or written information clearly and concisely
- Empowers people to enable them to make a positive contribution
- Keeps people well informed
- Consults with all relevant people on every important issue
MO Motivates people
- Is a model of enthusiasm
- Finds out what motivates individual staff and then tries to provide this
- Creates and maintains a positive work environment
- Motivates people using a variety of different approaches
- Guides, mentors and develops people
NE Negotiates well
- Negotiates effectively with external stakeholders
- Communicates effectively in all negotiations
- Is sensitive and aware in all negotiations
- Is accomplished at using many diverse negotiation strategies - direct and indirect
- Uses convincing and credible argument to persuade people
OC Demonstrates commitment to the organisation
- Publicly states support for the organisation and it’s values and goals
- Respects and role models organisational values
- Understands and actively supports the organisation’s goals, objectives and values
- Inspires others to commit to a shared sense of organisational vision
- Is willing to support the “company line”
OC Understands organisational politics
- Recognises the underlying problems, opportunities and political forces affecting the organisation
- Understands and uses informal structures and contacts
- Identifies key decision-makers, stakeholders and decision-influencers
- Recognises and uses structures and the hierarchy of the organisation
- Understands and uses networks and political relationships
PE Demonstrates conflict handling skills
- Challenges people to justify their position on important issues
- Does not avoid conflict when conflict is necessary
- Is able to resolve conflict efficiently and effectively
- Does not interfere in conflict that is being effectively handled by the parties concerned
- Knows when hand how to use authority to resolve conflict
PE Focuses on developing people
- Differentiates effectively between high and low performers and then provides relevant development opportunities
- Implements effective strategies to address individual performance issues
- Possesses a genuine intent to foster the learning and development of people
- Is passionate about the performance of people
- Uses incentives intelligently
PE Inspires people
- Has a positive vision of the future and communicates it regularly
- Is a model of excellence
- Finds out what inspires individual staff and then tries to provide this
- Fully informs people how well objectives are being achieved
- Communicates openly
PE Possesses strong coaching skills
- Displays good skills in coaching staff individually
- Gives constructive feedback, both positive and negative
- Invests in the development of people, is genuinely interested in their progress
- Coaches individuals and groups to improve
- Has a positive impact at an individual level
PS Establishes a performance culture
- Sets and expects the achievement of demanding performance standards
- Understands the drivers of success in the organisation and sets priorities accordingly
- Creates a results oriented work environment
- Effectively implements performance management with staff
- Effectively determines the appropriate use and limits of resources
PS Sets clear goals and expectations
- States performance outcomes clearly - everyone knows exactly what they are expected to achieve
- Models the standards expected of others
- Makes tasks, requirements and processes absolutely clear
- Provides clear and concise instructions
- Supplies full information to enable tasks to be successfully completed
PS Sets high performance standards
- Sets demanding goals to challenge and get the best out of people
- Expects achievement of targets and quality of output
- Measures results to improve the performance of people
- Implements continuous improvement processes
- Uses rewards, recognition and feedback appropriately to sustain high levels of staff performance
PL Focuses on performance improvement
- Acknowledges and celebrates achievement of performance requirements
- Improves staff morale
- Shares knowledge and/or learning to improve team performance
- Initiates projects which improve team performance
- Uses sound analytical and critical thinking skills to improve performance
PL Focuses on quality
- Expects goals, targets, tasks and information to be clear
- Expects high quality standard for self and for others
- Checks the accuracy and quality of work regularly
- Checks the accuracy and quality of information before acting on it
- Ensures that procedures, policies and processes are being followed
PL Manages performance improvements
- Measures results and works actively to improve team performance
- Fully informs people how well objectives are being achieved
- Establishes and allocates accountabilities firmly
- Keeps activities on track by specifying objectives and providing feedback
- Coordinates activities by assigning work to appropriate people and monitoring their progress
PL Monitors and evaluates work
- Monitors and evaluates the progress of work
- Follows through to check that work has been completed
- Identifies mistakes, weaknesses or incorrect work and acts to correct them
- Manages their time efficiently
- Is systematic - organises work processes well
PL Takes effective action against poor performance
- Addresses performance problems in a timely way - does not let poor performance continue
- Assesses performance against clear standards
- Works with the people best placed to improve performance
- Provides specific assistance, training or formal counselling when problems are identified
- Is concerned about the professional development of people
PS Implements effective solutions to problems
- Creates effective solutions to deal with problems
- Adopts a proactive approach to solving problems
- Reshapes the team whenever this will solve a productivity problem
- Is relentless in looking for better ways to do things
- Focuses intently on solving critical problems
PS Is practical when solving problems
- Resolves problems quickly and effectively
- Looks for ‘win-win’ solutions to problems or conflict
- Is good at facing up to tough problems
- Contributes ideas for improvements or solutions
- Manages conflict well when there are different views on how to solve a problem
PS Sees patterns and relationships
- Analyses relationships between different aspects of a situation or problem
- Makes causal links between pieces of information or data
- Can see how something fits into the big picture
- Recognises the likely causes of events/problems
- Recognises the consequences of alternative actions
PS Uses basic tools for analysis
- Breaks big problems down into key tasks, activities or issues
- Distinguishes between fact and opinion when analysing a situation
- Clarifies the outcome required before starting any complex task
- Generates and evaluates alternative solutions to complex problems
- Identifies priorities for action in order of importance
PX Acts as an expert to others
- Develops and implements development opportunities for staff as part of the coaching process
- Provides expert advice to colleagues and customers
- Is recognised as an expert source of information and advice
- Disseminates knowledge to others freely, is open with their information
- Is seen as a specialist in their chosen area
PX Ensures professional development
- Possesses a genuine intent to foster the learning or development of others
- Seeks out and undertakes personal and professional development activities
- Develops and maintains practical job skills
- Shares job knowledge and skill willingly with other employees in order to assist their development
- Maintains a high level of technical or management knowledge and skills through formal learning
PM Manages project stages well
- Is good at defining client needs and then determining the scope and specifications of the project
- Identifies project objectives and desired benefits explicitly
- Executes the activities in the project plan efficiently
- Devises monitoring systems that compare progress against the baseline plan
- Ensures formal closure of projects to prevent them dragging on informally
PM Manages projects for effective outcomes
- Is a good project leader, manages processes well and achieves desired outcomes
- Ensures that all project activities are aligned with client and organisational needs
- Plans and allocates appropriate financial, physical and human resources to achieve project outcomes required
- Keeps everyone focused on project outcomes, budgets and timelines
- Specifies project risks to be managed and identifies contingency plans
PM Uses project management processes effectively
- Creates a coherent, consistent plan taking into account all aspects of the project
- Subdivides major project deliverables into smaller, more manageable tasks
- Scopes out and defines project roles and responsibilities well
- Effectively allocates resources to elements or stages of the project
- Recognises when the project is seriously deviating from the baseline plan and takes corrective action
RL Establishes productive relationships
- Nurtures internal and external organisational relationships
- Praises others whenever appropriate
- Responds to the needs of others in interpersonal relationships
- Has good people skills and is enjoyable to be around
- Puts effort into relationships to ensure mutual satisfaction
RL Maintains positive relationships
- Maintains positive working relationships even when under pressure
- Maintains strategies/processes that support involvement on all levels
- Seeks feedback from others to improve own performance
- Maintains a healthy balance between working and personal life
- Gives honest and regular feedback
RM Takes calculated risks:
- Does not blindly accept current practices
- Tries new approaches to achieving goals
- Identifies and assesses the risk associated with key decisions
- Challenges the status quo
- Reduces risks involved in innovation through careful planning and consultation
RO Is a role model
- Is generally looked up to in the organisation
- Seldom creates friction, is able to encourage people to work together
- Always acts consistently with promises and statements, will never let you down
- Role models high performance standards
- Readily accepts responsibility for own mistakes and sees them as an opportunity for future improvement
RO Is widely respected
- Is seen as an honest, reliable and valuable member of the organisation
- Interacts with people in a professional manner
- Encourages open communication that allows issues to be raised without fear of reprisal
- Treats all employees, customers and stakeholders with respect and empathy
- Demonstrates respect for the customs and beliefs of various cultures in the organisation
SC Confronts others confidently
- Confronts peers and more senior managers authority openly, directly and politely
- Takes on challenging tasks willingly and enthusiastically
- Is confident in the presence of small or large groups
- Is willing to state and defend ideas and convictions
- Has the confidence to stand alone - does not always follow the majority view
SC Demonstrates self confidence
- Works without needing supervision
- Has a ‘can do’ attitude
- Demonstrates good thinking when placed in stretching or challenging situations
- Is confident in own judgement, capacity and competence
- Is seen as a change agent
SC Volunteers for additional responsibility or for challenges
- Is pleased or excited about stretching or challenging assignments
- Seeks additional responsibility
- States own position clearly and confidently
- Expresses disagreement with peers and senior managers tactfully and politely
- Stands up for oneself in situations of disagreement or conflict with others
SL Develops self
- Evaluates self performance and works actively to improve this
- Readily accepts responsibility for own mistakes and sees them as an opportunity for future improvement
- Keeps current in own areas of expertise
- Handles personal stress so as to minimise negative effects on the workplace
- Regularly asks for feedback on own performance
SL Manages lifestyle effectively
- Manages activities to achieve balanced lifestyle
- Values personal happiness and the happiness of others
- Sets high personal standards for own mental well-being
- Sets high personal standards for own physical well-being
- Handles personal stress levels effectively
SL Self control
- Does not react emotionally to situations
- Resists the inclination to display inappropriate behaviour or actions
- Is able to manage strong emotions calmly
- Takes action to respond constructively to address the source and/or the cause of problems
- In difficult, stressful, dramatic situations, calms others as well as controlling own emotions
SR Influences key stakeholders effectively
- Develops successful relationships with all stakeholders
- Encourages stakeholders to act in the best interests of everyone, not only in their own self interest
- Improves capacity to respond effectively to stakeholder needs
- Keeps key stakeholders fully informed
- Is aware of the impact of decisions on stakeholders
SR Is focused on stakeholders
- Develops performance criteria to ensure that everyone in the team is stakeholder focused
- Identifies and evaluates the current and future stakeholders, and their interests, and plans accordingly
- Evaluates and influences stakeholders’ capabilities to help or hinder the achievement of objectives
- Services stakeholders to achieve the best outcome for all parties
- Ensures all business activities are stakeholder focussed
SM Aligns current actions with long term strategic goals
- Translates long term strategy into clear current business objectives
- Assesses and connects short-term day-to-day activities with longer-term strategies or a long-term perspective
- Anticipates the impact of current actions on proposed strategic outcomes
- Prepares and reviews contingency plans for problems that might occur
- Redesigns the department and/or organisation to better meet long term objective
SM Builds the organisation for the future
- Focuses on long term process and performance improvement
- Works across functional teams to ensure all activities are contributing to the overall goals of the company
- Relates all major activities to a clear long term vision
- Demonstrates a strong knowledge of future customer requirements
- Uses knowledge of competitor capabilities to improve operational performance
SM Focuses on the big picture
- Adjusts operational priorities to match the strategic requirements of the organisation
- Demonstrates awareness of organisational, business and industry issues, processes and outcomes
- Consistently makes operational decisions influenced by the state of the organisation
- Demonstrates an explicit understanding of the big picture
ST Thinks strategically
- Understands the forces impacting on the organisation
- Drives the organisation’s/team’s strategic thinking
- Looks at the big picture when considering possible opportunities or projects
- Can think clearly about complex issues
- Effectively uses strategic frameworks for addressing key business issues
ST Understands strategy
- Thinks in longer terms than day-to-day activities and commits this to paper
- Pursues as many new ideas from sources outside the organisation as from within it
- Is proactive - always ahead of the game
- Is aware of the projected directions of the industry/environment
- Effectively uses strategic frameworks for addressing key business issues
TP Builds team effectiveness
- Publicly credits team members who have performed well
- Uses team meetings and get-togethers effectively
- Promotes and protects the team’s credibility and reputation
- Does not hide or avoid issues
- Actively resolves team conflict when it occurs
TP Communicates a compelling vision to the team
- Strongly supports the goals for the team
- Sets a good example, is a role model for the team
- Has a clear vision for the future and regularly team activities to this vision
- Generates excitement, enthusiasm and commitment to the organisation’s vision and values
- Expresses positive expectations of team members/staff and team members
TP Expresses positive expectations
- Expresses positive expectations of others
- Speaks of team members in positive terms
- Shows respect for others’ intelligence, areas of expertise and experience
- Trusts that all communication is open and honest
- Believes that all team members are working toward achievement of specified objectives
Team leadership: Team processes (see also Teamwork, and Team leadership: Team performance)
TL Keeps the team informed
- Keeps team members informed and up-to-date about key issues
- Shares all relevant or useful information
- Speaks openly and honestly even when the subject matter is unpopular
- Disseminates appropriate information to customers and stakeholders
- Promotes cooperation and sharing among team members
TL Promotes team building
- Knows where the team is headed and consistently reinforces this with team members
- Encourages the team to share a common vision and goals
- Promotes working together and cooperation within the team
- Recognises and values the team’s achievements
- Recognises and values the diverse skills of team members
TL Promotes team cooperation
- Uses formal authority in a fair and equitable manner within the team
- Protects and promotes the team and its reputation within the organisation;
- Builds team spirit
- Promotes a friendly climate, positive morale and cooperation
- Publicly credits the efforts and achievements of team members
TW Consults with the team appropriately
- Consults with the team on all important issues
- Acknowledges openly and is grateful for the input of team members
- Values learning from team members
- Shows respect for the opinions and experience of team members
- Displays a willingness to listen to informed views of team members
TW Cooperates effectively
- Participates willingly
- Supports team decisions
- Is a ‘good team player’
- Does his/her share of work
- Displays a willingness to help co-workers succeed in their job
TW Encourages team information sharing
- Facilitates team interaction to generate ideas and information
- Promotes team effectiveness by inviting all members of the group to contribute
- Keeps people in the team informed and up-to-date
- Obtains and shares useful information with the team
- Asks questions and keeps the team focused on the topic at hand
TW Is team focused
- Actively encourages team collaboration
- Works well with others to identify opportunities and solve problems
- Recognises and values team achievements
- Promotes working together and cooperation within the team
- Is in touch with the concerns of staff, team and the organisation
TM Ensures timely completion of tasks
- Knows what work has a high priority and always attends to this first
- Makes realistic estimates of the effort, resources and time to complete activities
- Works efficiently and effectively
- Keeps everyone focused on completing tasks by the due date
- Factors possible contingencies into schedules
VI Creates and shares the organisation’s Vision
- Communicates the ‘big picture’ well
- Encourages team to share a common vision and goals
- Supports staff to implement organisational vision
- Generates a clear, stretch vision
- Includes others in the development of a shared vision
WE Creates a positive work environment
- Insists on and ensures a safe working environment
- Is encouraging and supportive of the efforts of others whilst urging them towards higher achievement
- Effectively monitors OH&S policies and procedures and ensures that others comply
- Develops an environment which encourages continuous performance improvement
- Is good at integrating the team’s needs with the realities of the organisation’s operating environment