1. Seeing the Big Picture Effective Behaviour Ineffective Behaviour People who are effective are likely to… People who are less effective are likely to… Anticipate and predict the long term impact of national and international Have limited insight into the changes and developments surrounding own area developments, including economic, political, environmental, social and technological, on own area Identify and shape how own area fits within and supports the work of the Give limited attention to the bigger issues and interactions across departments Department and outside the Civil Service when defining strategy Develop an in-depth insight into customers, citizens, services, communities and Lack insight into the wider context for own area take a simplistic perspective on – markets affected by their area and the wider public sector context the issues and concerns of stakeholders Create joined up strategies and plans that have positive impact and add value for Develop strategies and plans with limited reference to the impact and value they stakeholders, citizens and communities will bring to the key stakeholders and to citizens now and in the future Shape strategies and plans which help put into practice and support the Maintain a narrow perspective allow own area to become out of step or work – Department’s vision and long-term direction, including those shared with other against the overall objectives of the Department departments 2. Changing and Improving Seek and encourage ideas, improvements and measured risk taking within own Restrict changes to own portfolio do not integrate or align with change in other – area to deliver better approaches and services areas Encourage a culture of imaginative thinking, seek to expand mindsets and Create a punitive environment for risk taking and responsive decision making – genuinely listen to from employees and stakeholders show intolerance of mistakes Identify step changes that quickly transform flexibility, responsiveness and quality Allow own area to become outdated and out of step with evolving changes and of service wider service requirements Challenge the status quo in own and related areas to achieve value-adding Contribute to a culture of inertia across own portfolio of activities by focusing improvements and change managers on delivering things as they always have Lead the transformation of services to users, moving to a digital approach Miss opportunities to use alternative delivery models whenever possible Create effective plans, systems and governance to manage change and respond Adopt an unsystematic approach to change management cause confusion – promptly to critical events about priorities and timelines 3. Making Effective Decisions
1. Seeing the Big Picture Effective Behaviour People who are effective are likely to… Ineffective Behaviour People who are less effective are likely to… Anticipate and predict the long term impact of national and international developments, including economic, political, environmental, social and technological, on own area Have limited insight into the changes and developments surrounding own area Identify and shape how own area fits within and supports the work of the Department Give limited attention to the bigger issues and interactions across departments and outside the Civil Service when defining strategy Develop an in-depth insight into customers, citizens, services, communities and markets affected by their area and the wider public sector context Lack insight into the wider context for own area – take a simplistic perspective on the issues and concerns of stakeholders Create joined up strategies and plans that have positive impact and add value for stakeholders, citizens and communities Develop strategies and plans with limited reference to the impact and value they will bring to the key stakeholders and to citizens now and in the future Shape strategies and plans which help put into practice and support the Department’s vision and long-term direction, including those shared with other departments Maintain a narrow perspective – allow own area to become out of step or work against the overall objectives of the Department 2. Changing and Improving Seek and encourage ideas, improvements and measured risk taking within own area to deliver better approaches and services Restrict changes to own portfolio – do not integrate or align with change in other areas Encourage a culture of imaginative thinking, seek to expand mindsets and genuinely listen to from employees and stakeholders Create a punitive environment for risk taking and responsive decision making – show intolerance of mistakes Identify step changes that quickly transform flexibility, responsiveness and quality of service Allow own area to become outdated and out of step with evolving changes and wider service requirements Challenge the status quo in own and related areas to achieve value-adding improvements and change Contribute to a culture of inertia across own portfolio of activities by focusing managers on delivering things as they always have Lead the transformation of services to users, moving to a digital approach whenever possible Miss opportunities to use alternative delivery models Create effective plans, systems and governance to manage change and respond promptly to critical events Adopt an unsystematic approach to change management – cause confusion about priorities and timelines 3. Making Effective Decisions
1_Competences_SMS1L__LE1_S_.docx