| Leading |
Supports and mentors others through a strengths-based approach |
- Champions a strengths-based approach to shape a high performance culture and achieve outcomes across the Division and PM&C
- Nurtures talent and invests in the professional development of staff across the Division to build subject matter expertise and leadership capability
- Mentors leaders to leverage strengths across the Division, PM&C and the broader APS
- Takes ownership of own professional development as it links to departmental capability priorities and seeks feedback on performance
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Empowers others to deliver and challenges them to reach their highest potential
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- Shapes a culture where all Division members are equipped to provide constructive feedback, engage in continuous learning, and take appropriate risk
- Actively promotes the value of high quality frequent performance conversations by providing constructive feedback to direct reports and others
- Creates opportunities for teams to undertake ‘stretch’ opportunities to optimise performance across the Division
- Connects PM&C’s vision and mission with Divisional outcomes and leadership priorities to translate the purpose into practice
- Role models contestability across PM&C and the APS and challenges staff to broaden the scope of input for a better outcome
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Embraces and role models courageous conversations in a respectful manner
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- Actively questions, challenges and drives improvement of Divisional and PM&C outcomes
- Promotes a workplace culture where difficult issues and changes are addressed promptly and respectfully with consideration given to Divisional wellbeing and psychological safety
- Addresses underperformance with direct reports, ensures leaders in the Division are equipped to do the same, and enables fair and equitable processes to be carried out
- Role models and creates an environment where all staff feel confident to proactively provide upwards feedback
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Celebrates success and maintains morale to nurture positive team dynamics
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- Promotes a positive team environment, where people get the work done while having fun by celebrating successes, recognising hard work and role modelling inclusive practices
- Champions positive changes to drive a high performance workplace culture
- Promotes and engages in the outcomes and successes of the Department
- Actively provides support and interventions in times of high pressure to maintain Divisional morale, wellbeing and focus
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| Collaborating |
Shares talent, resources and experience across PM&C and the APS |
- Identifies and seeks out talent and resources from across the APS and beyond to support a high performance culture and a dynamic operating environment
- Actively shares information with teams and across PM&C, and where appropriate external stakeholders, to build strategic understanding
- Leads cross-agency coordination, collaboration and contestability for more robust outcomes
- Represents PM&C as a leader of the APS and advocates for the departmental and whole of government agenda
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| Fosters a flexible, agile and collaborative working environment |
- Role models flexibility and builds agility to create a supportive environment that enables the Division and PM&C to meet changing demands
- Inspires and instigates continuous improvement activities for PM&C and the APS
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| Embraces diversity of views and acts inclusively to improve advice and solutions |
- Capitalises on inclusive routines and role models inclusive leadership to leverage a diversity of views, experience and capability for better outcomes
- Actively harnesses and acknowledges external experience and differences, in order to anticipate reactions, enhance interactions and improve outcomes
- Champions and encourages participation in employee diversity initiatives and employee networks to create an inclusive culture at PM&C
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| Takes full advantage of innovative technologies |
- Ensures the use of available tools, technology and data to improve collaboration, efficiencies and span of information
- Inspires and embeds innovative technologies and systemises information to improve the operating environment
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| Achieving |
Build trust-based relationships across the APS to deliver whole of government outcomes |
- Drives positive and constructive relationships with senior stakeholders – looking out for and understanding the interests of the stakeholders we serve and the stakeholders we work with
- Champions PM&C’s vision and direction within government and society, including the whole of government agenda
- Establishes and maintains strategic relationships with stakeholders, to endure sensitive and complex situations, and acts decisively to support PM&C’s and whole of government priorities
- Oversees sustainment of policy and business outcomes, including implementation issues, through excellent relationships with key stakeholders
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| Brings closure in finalising policy and business outcomes |
- Shapes and drives a shared commitment to strategic direction for policy and business outcomes, encourages contributions and determines expected outcomes
- Drives the delivery of high quality policy/business outcomes and government priorities
- Applies own judgement and expertise and that of others to weigh up complex information, test and validate critical factors and address issues promptly
- Meets, and helps others to meet, performance measures set for policy and business outcomes
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| Brings a distinct perspective to all interactions |
- Promotes the value of and provides a platform where people can share distinct perspectives
- Challenges assumptions, applies critical thinking and brings innovative solutions to improve the quality of advice
- Considers emerging trends to confidently tailor advice, solutions and recommendations across a broad range of issues – including from a whole of government perspective on what senior stakeholders need to know at the time
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| Employs astute judgment to deliver impact on the most important issues |
- Strengthens and empowers others to build their understanding of cultural, social and political contexts, and anticipates risks
- Focuses on senior stakeholders, listens, knows what is important and anticipates what will become important
- Negotiates with influence, persuasion and a strong grasp of the key issues, presenting a convincing and balanced rationale
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| Communicates effectively and convincingly to influence stakeholders |
- Presents what senior stakeholders need to know at the time, with clarity and brevity
- Presents insightful, tactical and strategic advice when engaging with key stakeholders, by leveraging organisational and APS wide communication channels
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| Problem-solving |
Applies rich and credible policy, delivery or expertise and knowledge of government in all contexts |
- Harnesses views, synthesises ideas, leverages knowledge and seeks to maximise opportunities arising from the broader government context to deliver policy and business outcomes
- Identifies and analyses emerging issues, and leverages PM&C’s role in shaping and delivering policy and APS-wide directions to solve problems
- Draws on whole of government perspectives to provide advice that is strategically integrated with government priorities
- Invests in and commits to developing the expertise of staff within the Division to build the ongoing capability of PM&C and the APS
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| Solves problems with intellectual rigour, efficacy and pragmatism |
- Uses PM&C’s convening power to solve complex problems using a range of techniques and methods, while dealing with shifting priorities and managing risk
- Marshalls the right expertise and capabilities from across the APS and applies judgement to give considered and sensible solutions for complex problems, while maintaining focus on the objectives
- Applies judgement and expertise and acts decisively to initiate action and overcome difficult problems
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| Acts with integrity and honesty in all situations |
- Role models the APS Values and Code of Conduct, fosters an open and transparent working environment, and applies sound judgement and integrity
- Allows people to take risks, takes responsibility for mistakes, backs staff, and learns from the experience
- Role models and encourages others to deliver robust and forthright advice
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| Adopts a determined and resilient mindset when faced with difficult circumstances |
- Role models and shapes a culture whereby teams can strive to effectively balance work and personal needs, by understanding limitations and realistic pressures of the operating environment and supporting staff to make use of PM&C’s policies and resources
- Balances and prioritises work of the Division and maintains momentum to drive Divisional and whole of government outcomes, despite difficult circumstances
- Remains positive, offers support and responds to pressure in a calm manner
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