Capability - Leading change
The capability to Identify the need for change and pro-actively promote it ensuring successful implementation.
Examples of indicative behaviours across all levels of leadership:
Lead Self
- Viewing changing situations as opportunities for developing and improving work
- Is flexible, shows initiative, and responds quickly during periods of change to support the success of change initiatives
- Takes initiative to identify need for change and makes the case for change in line with business need
Lead Others
- Supports the implementation of change (own area & organisation) once the decision to change has been made
- Creates a climate within your team that is receptive to change, experimentation and new ways of working
- Supports staff through change providing ongoing support and encouragement through all the elements of change
- Positively sells the benefits of new initiatives to their team members
- Evaluates the results of change and captures learning for future change projects for the team
- Deals with the barriers to change effectively and in a timely manner
Lead Other Leaders
- Modifies team / departmental / organisational strategy to adapt to changes in the wider environment
- Benchmarks with others to see where there are opportunities to make positive change that will lead to improvements
- Evaluates the results of change and captures learning for future change projects for the organisation
Lead the Organisation
- Communicates change in a positive manner through influencing and persuasion across the organisation
- Scans the internal and external environment and recognises the need for change to enable the strategic delivery of the university objectives
- Considers the resource implications of change and is prepared to negotiate with others around budget to ensure that the change can be successful to enable the strategic objectives of the university
Capability - Personal Agility
The capability to create opportunities for innovation by creatively pursuing new ideas, demonstrates positive attitude and openness to changes in the university environment, processes and structure.
Examples of indicative behaviours across all levels of leadership:
Lead Self
- Constructively questions and challenges the way things have always been done to identify opportunities for innovation
- Is aware of own assumptions, and challenges self to step outside of usual ways of thinking
- Is open to and applies good practice,fresh ideas and thinking from inside and outside the university in order to move the university forward
- Responds quickly to new opportunities and learns new behaviours
Lead Others
- Creates a safe environment for others to voice and try out new ideas by allowing space for people to think creatively
- Coaches and guides others in developing and implementing new initiatives
- Actively promotes and engages in continuous/quality improvement methodology
- Balances new ideas with tried and tested solutions
- Is able to identify and mitigate risks
Lead Other Leaders
- Leverages multiple perspectives and a diverse voice to drive continuous improvement and innovation
- Identifies and pursues opportunities in order to generate and develop ideas that will have impact across the department or faculty
Lead the Organisation
- Capitalises on innovative alternatives to resolve complex problems that may not have been experienced previously at an organisational level
- Fosters a culture which encourages people to pursue innovative solutions to enable high performance across the university