Challenges the status quo in a Looks for ways to overcome Adapts their own plans in Creates a common vision. constructive way. obstacles by leading and response to changing priorities. supporting staff through change Leads through change, Positively embraces new ways of processes. Takes the initiative to shape the demonstrating an understanding doing things. business by managing and of the impact of change. Displays an understanding of contributing to its development. Demonstrates willingness to fears and resistance to change Clearly communicates the implement and new and gives reassurance to build Builds a case for change and reasons for change and approaches suggested by others. confidence. communicates effectively. considers feedback to inform decisions. Displays personal flexibility in the Recognises and can respond to Understands and can apply face of change. how people during change. change management principles Balances the requirements of and processes. strategic and operational need. Makes suggestions for Understands change improvement. management methodologies and Is an effective project leader. Is open to and applies good processes and can demonstrate practice and fresh ideas from Willing to learn new things. them Understands and can the inside and outside of the College. service improvement Participates actively in change Maintains positive methodology. Exercises judgement in line with programmes. communication throughout the College’s strategic plan. change. Develops strategic priorities to Is an effective project team meet the need of customers and member. changing requirements. Recognises and deals positively to problems/barriers to change. Examples of behaviours that may indicate a need for further development Unable to move beyond negative reaction to uncertainty. Consistently blocking change and failing to build on others’ ideas for change. Changing things for own personal agenda. Complaining instead of something about it. Sabotaging change (actively or passively).
Challenges the status quo in a constructive way. Positively embraces new ways of doing things. Demonstrates willingness to implement and new approaches suggested by others. Displays personal flexibility in the face of change. Makes suggestions for improvement. Willing to learn new things. Participates actively in change programmes. Looks for ways to overcome obstacles by leading and supporting staff through change processes. Displays an understanding of fears and resistance to change and gives reassurance to build confidence. Recognises and can respond to how people during change. Understands change management methodologies and processes and can demonstrate them Maintains positive communication throughout change. Is an effective project team member. Recognises and deals positively to problems/barriers to change. Adapts their own plans in response to changing priorities. Takes the initiative to shape the business by managing and contributing to its development. Builds a case for change and communicates effectively. Understands and can apply change management principles and processes. Is an effective project leader. Understands and can the service improvement methodology. Creates a common vision. Leads through change, demonstrating an understanding of the impact of change. Clearly communicates the reasons for change and considers feedback to inform decisions. Balances the requirements of strategic and operational need. Is open to and applies good practice and fresh ideas from inside and outside of the College. Exercises judgement in line with the College’s strategic plan. Develops strategic priorities to meet the need of customers and changing requirements. Examples of behaviours that may indicate a need for further development Unable to move beyond negative reaction to uncertainty. Consistently blocking change and failing to build on others’ ideas for change. Changing things for own personal agenda. Complaining instead of something about it. Sabotaging change (actively or passively).
behavioural-framework-ver-218-may-2017.docx