Unpacking the core capabilities
Leading inclusively
Evidence shows inclusive teams perform better, are more creative and have superior wellbeing. Being inclusive is more than words, and even actions, it begins with mindset. Belonging is a human need we all share, but our lived experience of it is not the same.
Being authentic
Research shows authenticity is associated with greater wellbeing, happiness, engagement, innovation, and retention. Authentic leaders are passionate about inspiring and empowering others. They self-know and self-show (with skill).
Growing talent
The best managers/leaders have a growth mindset for themselves and their teams. They identify and use of the unique strengths of their team to deliver performance. They prioritise attracting, growing, retaining, and exporting talent for the benefit of the team and organisation.
Nurturing change readiness
Agile managers/leaders proactively read and act on signals of change. They are open to better ways of working and champion innovation. They understand the dynamics of change and attend to how others respond, actively supporting them through transition. They prioritise change resilience – their own and their team.
Fostering psychological safety
Being able to speak up is foundational for team creativity, performance, learning and wellbeing. A safe environment is not a soft one, nor is it always comfortable. There is an expectation of speaking up, high standards are encouraged, and mistakes are visible rather than hidden. Leaders have a pivotal role.
Having straightforward conversations
Leadership is all about conversations - about results, customers, strategy, learning, innovation, performance, wellbeing. Leaving people to guess what you really mean is rarely helpful. Great conversations can take courage, thoughtfulness and planning.
Building connections & relationships
The best manager/leaders build and nurture constructive relationships internally and externally. They take the time to really know others. They care about the enterprise beyond their own team. They pay attention to the impact they have on others, flexing their approach to get the best from others
Providing direction, clarity & structure
All the team know where their role fits and how they contribute. Goals are aligned and well communicated. They know the ‘why, what and how’. Guidance is given, but without micro-managing. The team feel informed, clear and up-to-date.
Creating purposeful, agile plans
Leaders need clear, compelling, and well managed plans to support individual, team and organizational success. The approach taken needs to be robust enough to deliver sustainable performance whilst being agile enough to respond to the changing environment. Plans and progress are reviewed regularly and transparently.
Delivering sustainable performance
Managers/leaders are outcome focused. They pay attention to the short and longer term. They are mindful of the wider impact of their decisions – on society, the environment and communities they serve. They manage performance at individual, team and organisational levels.