Challenge others whose behaviour/attitude undermines change Behave in a way that is out of keeping with the change message I am inappropriately supposed to be communicating Share my experience of change with others Remain silent behaviour that undermines change Demonstrate an inherent lack of commitment to changes that may be occurring Level 3 At this level I, I do not, Look to understand change from peoples’ perspective Automatically interpret the opinions of others as resistance Managing Change Listen to the of others, knowing when to adapt my approach in Relentlessly pursue my own viewpoint at the expense of others response to those views Implement change without planning Build capacity for change by reviewing existing priorities and resources Introduce change without knowing what the outcome’ will look like ‘the Can identify the criteria for change” and use it to monitor and “successful evaluate progress Level 4 At this level I, I do not, Leading Change Establish a sense of urgency/common purpose around change Undermine change by communicating to others that is alright’ ‘everything Build and help others understand the Academy’s vision for change when it is not Translate vision into meaningful strategy and planning Keep the vision to myself and still expect people to buy into it Empower others to action through effective decision-making, Rely on the to communicate the rationale for change ‘rumour-mill’ communication, support etc others if change is not implemented Personally own the success or failure of change
Challenge others whose behaviour/attitude undermines change inappropriately Share my experience of change with others Behave in a way that is out of keeping with the change message I am supposed to be communicating Remain silent behaviour that undermines change Demonstrate an inherent lack of commitment to changes that may be occurring Level 3 Managing Change At this level I, Look to understand change from peoples’ perspective Listen to the of others, knowing when to adapt my approach in response to those views Build capacity for change by reviewing existing priorities and resources Can identify the criteria for “successful change” and use it to monitor and evaluate progress I do not, Automatically interpret the opinions of others as resistance Relentlessly pursue my own viewpoint at the expense of others Implement change without planning Introduce change without knowing what the ‘the outcome’ will look like Level 4 Leading Change At this level I, Establish a sense of urgency/common purpose around change Build and help others understand the Academy’s vision for change Translate vision into meaningful strategy and planning Empower others to action through effective decision-making, communication, support etc Personally own the success or failure of change I do not, Undermine change by communicating to others that ‘everything is alright’ when it is not Keep the vision to myself and still expect people to buy into it Rely on the ‘rumour-mill’ to communicate the rationale for change others if change is not implemented
STEP-PDC-Scheme-Support-Staff-Competency-Levels-July-2017.docx