Capability - Developing Self and Others

The capability to demonstrate commitment to own development for current and future performance, supporting and encouraging others to develop their knowledge, skills and behaviours to enable them to reach their full potential for the wider benefit of the organisation.

Examples of indicative behaviours across all levels of leadership:

Lead Self IconLead Self

  • Recognises one’s own areas of personal and professional strength as well as areas for development and is committed to continuous learning
  • Actively seeks, reflects, and integrates feedback to enhance own performance, showing a strong capacity and willingness to modify own behaviours
  • Has awareness of personal traits, beliefs or aspects of personality that may impact on the way one acts, behaves or reacts

Lead Others IconLead Others

  • Appreciates that continuous learning is an inherent part of personal and professional development for individuals and teams
  • Supports teams to review and learn from experiences through constructive feedback
  • Monitors and supports the performance and development of team members
  • Ensures development is meaningful and linked to increased personal satisfaction, team productivity and business need

Lead Other Leaders IconLead Other Leaders

  • Actively engages people to nurture strengths and contribute to organisational sustainability
  • Creates a learning environment that facilitates the identification and development of talent
  • Support to drive leadership and management capacity for the university
  • Promotes a culture of continuous learning and development for all staff

Lead OrganisationLead the Organisation

  • Drives a continuous leaning culture across the organisation for all staff
  • Harnesses increased capability to meet strategic needs
  • Promotes opportunities for self and others to broaden their business experience internally and externally

Capability - Build Positive & Collaborative Relationships

The capability to proactively develop productive internal and external working relationships that are high in trust and influence positive outcomes.

Examples of indicative behaviours across all levels of leadership:

Lead Self IconLead Self

  • Demonstrates UU values in all interactions with individuals and groups
  • Uses empathy and vulnerability to build trust and respect for positive work relationships
  • Accept and value different perspectives working collectively and collaboratively with colleagues
  • Delivers and models a sustained and consistent professional approach to customer experience

Lead Others IconLead Others

  • Engenders trust and respect amongst team members
  • Builds on common ground, faces conflict and looks to resolve to mutual benefit
  • Creates inclusive high performing teams in which a diversity of people feel they are valued and respected
  • Recognises the positive benefits of diversity and cultivates a culture of fairness

Lead Other Leaders IconLead Other Leaders

  • Builds mutually constructive and respectful relationships internally and externally founded on trust
  • Uses networks to identify opportunities and seek input with a view to sustaining excellence at UU
  • Actively engages to seek co-operation and consensus from across the university
  • Works with others, forging connections with key stakeholders, cultivating win-win relationships
  • Works horizontally as well as vertically within and outside the university to further the university's objectives
  • Links the value of effective team work to university success

Lead OrganisationLead the Organisation

  • Quickly establishes credibility, engagement, and partnerships with a broad range of people and industry
  • Develops strategic alliances and partnership agreements both internally and externally
  • Holds others accountable for working collaboratively to implement strategies that create operational efficiencies