Capability - Drive for Results

The capability to take personal responsibility for making things happen.  Does not let the approval or disapproval of others unduly influence them, and shows perseverance in overcoming achieving results.

Examples of indicative behaviours across all levels of leadership:

Lead Self IconLead Self

  • Takes personal responsibility for making things happen and getting things done
  • Re-groups quickly after a set-back and shows perseverance in achieving results
  • Plans, structures and prioritises own work to achieve optimum results in line with key objectives and development plans

Lead Others IconLead Others

  • Remains resilient while working under adverse or conflicting demands
  • Is tenacious and drives projects forward within, Incorporating flexibility into team plans
  • Is knowledgeable about key stakeholders and influencers
  • Remains focused on attaining results despite obstacles and interruptions

Lead Other Leaders IconLead Other Leaders

  • Uses sound judgement to say no to activities that are less important or do not fit with university priorities
  • Holds themselves and others accountable for achieving excellent results aligned to the strategic priorities
  • Takes a systematic approach to delivery

Lead OrganisationLead the Organisation

  • Constantly displays a drive to deliver while striving to exceed results and works hard to instill this in others across the organisation
  • Sees beyond the current business model to envisage new ways of strategic working for the university
  • Creates a “can do” culture, where there are stretch targets, outputs are measured and there is delivery of excellence in the organisation

Capability - Problem Solving

The capability for creative problem-solving skills, having the ability to stimulate, challenge and inspire others to continually pursue prominent problems and generate solutions.

Examples of indicative behaviours across all levels of leadership:

Lead Self IconLead Self

  • Supports a sense of collective ownership for problems and solutions adapting a can-do attitude
  • Applies learning to problems and solutions to prevent reoccurrence
  • Understands the importance of providing appropriate evidence to support effective solutions

Lead Others IconLead Others

  • Creates a sense of collective ownership for problems and solutions
  • Recognises problems quickly, gathers and analyses relevant information to get a good understanding of the situation and identifies root causes of a problem
  • Empowers others to use initiative, insight and creativity to resolve issues and prevent their reoccurrence

Lead Other Leaders IconLead Other Leaders

  • Looks beyond the obvious and immediate information when generating solutions
  • Brings the right people together to encourage robust debate and solve complex problems
  • Engages different perspectives in seeking out root causes and uses a range of techniques to break apart complex problems
  • Creates systems that create a transparent audit trail of solutions

Lead OrganisationLead the Organisation

  • Is proactive in anticipating and solving strategic problems
  • Exercises sound judgement in situations of unpredictable change and ambiguity
  • Seeks critical information to articulate assumptions about problems that relate strategically to the wider organisation