| Leading |
Supports and mentors others through a strengths-based approach |
- Champions a strengths-based approach to shape a high performance culture, develop talent and leverage strengths across PM&C and the broader APS
- Invests in the professional development of talent across the Department and APS through targeted mentoring and coaching in order to build subject matter expertise and leadership capability
- Catalyses strategic leadership, planning and awareness of PM&C and the APS capability priorities, by creating opportunities to drive excellence and maximise potential across the whole of government
|
|
Empowers others to deliver and challenges them to reach their highest potential
|
- Inspires all staff to reach their highest potential through sharing change stories, connecting PM&C’s vision and mission to its outcomes and empowering staff to take appropriate risks
- Actively promotes the value of high quality frequent performance conversations by providing constructive feedback to direct reports and others
- Creates opportunities for PM&C and APS leaders to undertake ‘stretch’ opportunities to optimise performance across the APS
- Role models and creates opportunities for contestability across PM&C and the APS to challenge the scope of work for a better outcome
|
|
Embraces and role models courageous conversations in a respectful manner
|
- Actively questions, challenges and drives improvement of PM&C and wider APS outcomes
- Leads a workplace and APS culture that is psychologically safe, and focussed on addressing difficult issues promptly and respectfully in order to strive for optimal performance
- Role models effective performance management, provides authority for leaders to address underperformance, and enables fair and equitable processes to be carried out
- Shapes a high-performance yet supportive environment, where staff feel confident to provide upwards feedback
|
|
Celebrates success and maintains morale to nurture positive team dynamics
|
- Shapes a workplace and APS culture 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 and APS culture
- Champions the outcomes and success of the Department
- Monitors risks to organisational health, including morale, wellbeing and focus, and ensures appropriate interventions
|
| Collaborating |
Shares talent, resources and experience across PM&C and the APS |
- Seeks out talent and resources from across the APS and beyond and sets capability priorities to strengthen capability, mobility and collaboration across the APS
- Champions cross-agency coordination, collaboration and contestability
- Represents PM&C as a steward of the APS and advocates for the departmental and whole of government agenda
|
| Fosters a flexible, agile and collaborative working environment |
- Role models and values flexibility to create a supportive environment that enables PM&C and the APS to meet changing demands
- Drives the change agenda and inspires continuous improvement activities for PM&C and the APS
|
| Embraces diversity of views and acts inclusively to improve advice and solutions |
- Capitalises on and values the robustness that can be gained from diversity, and champions the exploration of diverse views for better outcomes
- Drives opportunities to leverage external experience and differences from PM&C and beyond to anticipate reactions, enhance interactions and improve outcomes
- Champions diversity initiatives and employee networks to create inclusive work places across the APS
|
| Takes full advantage of innovative technologies |
- Champions the use of available tools, technology and data to support PM&C in driving innovation, improving collaboration, efficiencies and drawing on broader information
- Inspires innovation through the use of technologies
|
| Achieving |
Build trust-based relationships across the APS to deliver whole of government outcomes |
- Brings senior stakeholders together as collective stewards in a positive and constructive way – looking out for the interests of the stakeholders we serve and the stakeholders we work with
- Champions and unifies PM&C’s vision and direction within government and society, including the whole of government agenda
- Leads through strategic relationships as stewards of the APS, built from trust and mutual respect to endure sensitive and complex situations to achieve whole of government outcomes
- Ensures that the sustainment of policy and business outcomes are embedded across PM&C and the APS
|
| Brings closure in finalising policy and business outcomes |
- Champions the departmental and APS vision and goals and provides strategic direction for delivery
- Ensures progress of the delivery of policy and business outcomes and government priorities
- Seeks out and shares intellect and expertise across the APS and beyond to contribute to and address complex issues
- Asks questions, tests boundaries to make us think
|
| Brings a distinct perspective to all interactions |
- Poses questions and elevates issues to challenge distinct perspectives
- Challenges assumptions, applies high level and judicious judgement and encourages others to contribute innovative solutions to improve the quality of advice
- Instigates trends, identifies long term opportunities and balances organisational requirements with that of the whole of government and senior stakeholders needs
|
| Employs astute judgment to deliver impact on the most important issues |
- Strengthens the cultural, social and political perspectives of PM&C and the APS, 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, anticipating the position of the other party and being aware of the extent of potential for compromise, presenting a convincing and balanced rationale
|
| 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 government, media, industry bodies and senior private sector representatives
- Harnesses communications experience to be adept at engaging with various stakeholders and building enduring relationships in sensitive and complex situations.
|
| Problem-solving |
Applies rich and credible policy, delivery or expertise and knowledge of government in all contexts |
- Marshalls knowledge and seeks to maximise opportunities to shape PM&C and the APS as a contemporary, responsive and fit-for-purpose workforce that provides outstanding service to government
- Oversees the delivery of strategic advice that is integrated with government priorities
- Invests in and commits to developing the expertise of staff within PM&C and the broader APS to build ongoing capability
|
| Solves problems with intellectual rigour, efficacy and pragmatism |
- Leverages PM&C’s convening power and instigates innovative alternatives to resolve complex problems, while setting expectations for risk tolerance
- Brings contestability and curiosity to seek considered and sensible solutions for complex problems, while maintaining focus on the desired objectives
- Marshalls judgement, capability and expertise from across the APS and acts decisively to initiate action and overcome difficult problems
|
| Acts with integrity and honesty in all situations |
- Role models the APS Values and Code of Conduct, and sets the expectations for all staff to foster transparency, 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
|
| Adopts a determined and resilient mindset when faced with difficult circumstances |
- Empowers all staff to 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
- Role models courage and resilience to maintain momentum while driving departmental and whole of government outcomes, despite difficult circumstances
- Remains positive, offers support and responds to pressure in a calm manner
|