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Executive - Success Profile

One of the 4 roles identified in the Workforce Capability Success Profile, executives are responsible for divisions or branches of a government agency dealing with strategy, policy, service delivery or a range of other initiatives. They are expected to liaise with other agencies and sectors to ensure government service delivery is contestable, relevant, effective, provides value for money for the community and meets the needs of the people of Queensland.

The 13 leadership competencies capture the key behaviours and values that are ‘mission critical’ in the performance of executive leadership roles, focusing on three areas: vision, results and accountability:

Vision

Leads strategically with vision

Sub-competencies

  • Strategic thinking
  • Strategic leadership

Behavioural indicators

  • Communicates a clear and compelling vision for the organisation that is meaningful to others
  • Articulates and drives the implementation of strategies that align with organisational vision and purpose
  • Commits the organisation to customer service  in its vision, strategies, and culture
  • Is future-oriented in analysis, thought and action

Navigates complex, ambiguous and political environments

Sub-competencies

  • Senior official experience
  • Navigating politics

Behavioural indicators

  • Makes decisions in complex and ambiguous environments, in the absence of complete information
  • Understands ‘hot button’ areas of political sensitivity and risk, and uses judgement when deciding how to proceed
  • Works with other executives and stakeholders to understand different viewpoints and plot a course of action
  • Accurately reads situations, including key power relationships and group dynamics

Leads change with agility

Sub-competencies

  • Adaptive leadership
  • Leading change

Behavioural indicators

  • Anticipates changes in the strategic or operational environment and adjusts accordingly
  • Quickly understands the implications of new information and developments, and how things may play out in the future
  • Adapts leadership approach to reflect individual needs and environmental changes
  • Adopts a planned and comprehensive approach to implementing organisational change

Operates across boundaries

Sub-competencies

  • Systems thinking
  • Working across boundaries

Behavioural indicators

  • Works across different agencies, levels of government and the private and not-for-profit sectors to develop responses
  • Adopts a system-wide view of issues, and draws on a range of information, ideas and perspectives to understand problems
  • Works to remove legislative, regulatory or other roadblocks in the pursuit of outcomes

Engages with ideas, innovation and risk

Sub-competencies

  • Innovative thinking
  • Driving performance improvement

Behavioural indicators

  • Is open to new ideas and ways of thinking, and empowers others to explore new approaches to long-standing or emerging problems
  • Actively seeks out alternative ways to deliver cost-effective services to clients
  • Exercises judgement in deciding which ideas are likely to work, and manages the risks associated with implementation
  • Builds an organisational climate that is creative and committed to continuous improvement
  • Identifies opportunities for business improvement and addresses barriers to facilitate outcomes

Results

Manages organisational performance

Sub-competencies

  • Driving high performance
  • Monitoring  performance

Behavioural indicators

  • Directs and prioritises resources, including human capital and other assets, towards matters that are important to the organisation, sector and/or government
  • Manages performance through systems and processes, allowing people to get on with the job
  • Maintains an appropriate level of oversight and involvement in the work of the area

Manages internal and external relationships

Sub-competencies

  • Relationship management
  • Engaging others
  • Managing challenging relationships

Behavioural indicators

  • Builds and maintains productive relationships with internal and external stakeholders
  • Manages conflict and negotiates outcomes without compromising the relationship
  • Manages challenging stakeholders with diplomacy and tact
  • Understands different and competing views, and synthesises stakeholder information to inform approach
  • Communicates in a way that is appropriate for the situation, and that promotes trust, respect and integrity
  • Models open communication, and actively and attentively listens to others

Builds organisational capability

Sub-competencies

  • Developing managerial capability
  • Developing group capability

Behavioural indicators

  • Commits to succession planning, talent identification and management, mentoring and developing direct reports and others
  • Actively builds a learning culture that values continuous improvement and promotes flexibility and access to learning opportunities
  • Uses QPS-wide and agency-based performance planning frameworks to develop people

Inspires individual and team commitment in the pursuit of results

Sub-competencies

  • Achieving through others
  • Team leadership

Behavioural indicators

  • Communicates and reinforces the importance of team objectives
  • Focuses strongly on the achievement of results, and places the same expectation on others
  • Gives people the balance of autonomy and support they need to achieve outcomes
  • Motivates individuals and creates a culture where people want to ‘go the extra mile’
  • Maintains composure when under pressure and is a calming influence in difficult situations
  • Builds a cohesive and high performing management team that is characterised by team work, open discussion, strong morale and a focus on results

Accountability

Models professional and ethical behaviour

Sub-competencies

  • Modelling ethical behaviour
  • Managing self

Behavioural indicators

  • Acts in accordance with the Queensland public service legislative framework and Code of Conduct
  • Models ethical behaviour, even in times of crisis, and consistently applies those ethical standards to self and others
  • Is consistent in word and actions
  • Is viewed as trustworthy, honourable and truthful, and respectful of the views of others

Displays courage in the provision of advice and decision making

Sub-competencies

  • Problem solving and decision making
  • Displaying managerial courage

Behavioural indicators

  • Provides frank and fearless advice, even in difficult or ‘high stakes’ situations (e.g. competing or vested interests; situations involving no precedent or going against precedent; advice that goes against strongly-held community views)
  • Makes decisions that stand the test of time and are supported by a clear rationale
  • Is prepared to make unpopular decisions and have ’difficult’ conversations in a fair, considered and constructive manner
  • Uses analysis, experience and judgement to make informed decisions

Applies sound corporate governance

Sub-competencies

  • Business acumen
  • Managing corporate risk

Behavioural indicators

  • Exercises sound business acumen in corporate governance areas, such as financial and contract management, project management and benefits realisation
  • Drives cost-effective commissioning of goods and services, utilising best practice procurement processes and appropriate supplier relationships
  • Proactively seeks advice as required to ensure probity and sound decision making

Commits to personal development

Sub-competencies

  • Self-awareness
  • Self-development focus

Behavioural indicators

  • Is aware of personal strengths and weaknesses and takes account of these when acting
  • Is committed to their own development and continuous self-improvement, and sees learning opportunities in everyday work
  • Applies self-awareness to create and strengthen leadership approach
  • Reflects on the reasons for both success and failure, and learns from the experience
  • Actively seeks feedback and modifies their approach to enhance leadership effectiveness