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Program manager - Success Profile

One of the 4 roles defined by the Workforce Capability Success Profile, program managers are responsible and accountable for the outcomes of multiple projects and/or teams and guide team leaders to deliver business strategies. They are expected to deliver outcomes by working across boundaries.

Value proposition

  • Valued for managerial expertise and ability to lead others.
  • Lead the delivery of work programs through others.

Vision

1. Demonstrates broad perspective

  • Conveys the vision for their area in a compelling way
  • Takes the broadest possible view of an issue or problem
  • Is future-oriented in analysis, thought and action

2. Navigates ambiguity and politics

  • Navigates 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
  • Accurately reads situations and group dynamics

3. Leads change

  • Adopts a planned and comprehensive approach to implementing organisational change
  • Understands and influences organisational culture
  • Influences others

4. Delivers by working across boundaries

  • Sees and acts on opportunities for synergy and integration across their organisation and sector
  • Works effectively with other parts of the organisation and sector to deliver results

5. Champions innovative ideas and solutions

  • Open to and experiments with innovative approaches
  • Analyses both success and failure to identify opportunities for improvement
  • Inspires and harnesses the creativity of others
  • Demonstrates good judgment about the creative ideas and suggestions of others that will work

Results

6. Manages group performance

  • Implements systems and processes to ensure ongoing delivery
  • Organises various resources (people, funding, material, support) to achieve results
  • Measures and monitors the performance of their area

7. Manages internal and external relationships

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

8. Builds group capability

  • Selects the best people from inside and outside the sector
  • Understands and can articulate the strengths and limitations of their direct reports and staff
  • Develops the knowledge, skills and abilities of their direct reports, and other staff within their group
  • Encourages opportunities for learning and stretch assignments to build capability

9. Inspires individual and team commitment in the pursuit of results

  • Motivates individuals and creates a culture where people want to ‘go the extra mile’
  • 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
  • Builds a cohesive and supportive team environment

Accountability

10. Models professional and ethical behaviour

  • Acts in accordance with the Queensland public service legislative framework and Code of Conduct
  • Models ethical behaviour 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
  • Able to understand, monitor and channel their own emotions in a positive way whilst staying true to self

11. Displays courage in the provision of advice

  • Provides advice and makes decisions that are rigorously considered and supported by a clear rationale
  • Uses analysis, experience and judgement to make informed decisions
  • Takes personal responsibility and does not hold back on issues that need to be addressed
  • Willing to be the only champion for an idea or position

12. Applies business acumen

  • Exercises sound business acumen in corporate governance areas, such as financial, contract, and project management
  • Understands the origin and reasoning behind key policies, practices and procedures

13. Commits to personal development

  • 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
  • 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