ABC Competency Framework Guidance Staff guide
Introduction This guide is part of a suite of resources designed to support your understanding of the Performance Evaluation process, and to explain our ABC Competency Framework and why it is important. We are here to lead, support and inspire all those involved in gymnastics and this is at the heart of our ABC Competency Framework. Collectively, we create the culture of the organisation and the way in which we behave impacts this. By demonstrating the competencies in this booklet, we’ll ensure British Gymnastics is a great place to work, build positive perceptions of our organisation and help to create lasting success for gymnastics.
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ABC Competency Framework Our ABC Competency Framework captures the key elements of competence required by us all. It is important for us to consider not only WHAT is achieved, but HOW it is achieved. The framework has been developed taking the following into consideration: • • • • •
The characteristics required to deliver against our strategy How positive behaviours will align to our values What differentiates us from our competitors The impact that negative behaviour has on our organisation, staff and customers The skills, knowledge and attitudes that will contribute most to our success
It is comprised of the following: • Aspirations: what we are working to achieve (values, objectives, goals or priorities) • Behaviours: what is observed by others as we carry out our day to day work • Characteristics: the knowledge, skills and attitudes that enable us to demonstrate the behaviours
What we work towards Situational factors
Aspirations Behaviours
What we see
Our skills, knowledge and attitudes
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Characteristics
The ABC Competency Framework captures the key competencies that we believe should be demonstrated when undertaking role specific tasks and are key to our performance management practices. We believe it is important to consider not only ‘if’ a task has been completed, but ‘how’ it was completed. Not giving appropriate weight to the ‘how’ could be damaging to the organisation. The framework, along with the use of the Cascade system, is intended to be a useful mechanism to: • support the setting of objectives in line with our organisational priorities • focus on the characteristics (knowledge, skills and attitudes) that would benefit our continued development • focus on the behaviours that we are required to demonstrate effectively • capture evidence of appropriate and inappropriate behaviours • assist in rating performance • support coaching-style conversations
Aspirations Aspirations can relate to our values, objectives, goals or priorities, and provide us with direction. This energises and motivates us to perform well.
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Behaviours Positive behaviours are what we see when we have the appropriate characteristics to carry out a specific role, and are using them effectively to work towards our aspirations. We have organised our behaviours into four separate groups that align to our brand values, with behavioural statements beneath them that demonstrate how a specific characteristic could be observed (See Appendix A). These behaviour groups are: • How we manage ourselves • How we provide direction • How we work with others • How we move forward Not all behavioural statements will be relevant to all roles across the organisation and it is important that we select the right ones to talk about. If we are unable to demonstrate the right behaviours and / or characteristics (skills, knowledge and attitudes), this should be identified and used to focus development.
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Characteristics Characteristics are needed for us to be successful in our roles. We have organised our characteristics into three separate categories which influence how, as individuals, we behave. These categories are: • Skills e.g. communications skills • Knowledge e.g. understanding of a specific process • Attitudes e.g. treating others with respect The specific characteristics within in the ABC Competency Framework may change year on year depending on the strategic priorities of the organisation or other external influences.
Situational factors Situational factors exist within the environment that surrounds us. They are influences that are beyond our control but may have an impact on the behaviours that we demonstrate.
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Using the ABC Competency Framework Our Performance Evaluation process is a vital element of our business planning cycle and the ABC Competency Framework supports us to identify our strengths and learning and development needs, and to enable the achievement of our objectives. We have an annual performance evaluation in March/April of each year, with an interim review in September/October.
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Agreeing performance expectations At our Performance Evaluation meeting in March/April, we will agree our objectives and characteristics for the year ahead. This meeting also provides a good opportunity to review our role profile to ensure that it is still relevant to our role. Sometimes, changes in department plans, a new strategic priority or the evolution of our role can require our role profile to be updated. When reviewing this, our Line Managers must consult with HR about any proposed changes. Objectives and characteristics are recorded in Cascade and should be reviewed on a regular basis throughout the year in one-to-ones. Objectives The ‘A’ of our ABC Competency Framework relates to our aspirations. This includes objectives, which should be set once a year and reviewed formally twice a year. Our objectives may contribute towards the strategic priorities, help to embed our values, drive diversity or improve customer focus. Others may be more related to our individual development or to our departmental plans. Objectives should be mutually agreed with our Line Managers and should be based on individual and organisational needs. We should agree between two and four SMART objectives that will stretch and motivate us. A coaching approach may be useful in these conversations to establish our objectives, to encourage discussion and to improve our thinking.
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Characteristics The ABC Competency Framework contains characteristics made up of the relevant skills, knowledge and attitudes that underpin our values and behaviours. We should select four characteristics to develop throughout the year – our Line Managers may have a view on which characteristics we should focus on. There may be times when one of our characteristics is set as mandatory for all staff e.g. ‘continual learning’ or ‘customer focus’. When thinking about the development of characteristics (skills, knowledge and attitudes), consider those that continually stretch us to improve how we do things. Don’t be tempted to select characteristics that are already well demonstrated.
Mid year/end of year performance evaluations Performance Evaluation meetings should be held after 6 months and 12 months to review our progress and submit scores in relation to the achievement of our objectives and the development of our selected characteristics. Our behaviours are displayed in ‘how’ we go about our daily work and ‘how’ we achieve our objectives. The behavioural statements that are detailed beneath each of the characteristics in the ABC Competency Framework should be referenced to demonstrate what has been observed. Comments should be put into the Cascade system by our Line Managers during these two-way conversations, which will then be reviewed by both parties. This scoring will feed into the algorithim for the Performance Evaluation which will calculate an end of year result.
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Throughout the year Regular one-to-one conversations with our Line Managers throughout the year help to explore any challenges or barriers to achieving set objectives and review progress against selected characteristics and behaviours. Line Managers may adopt a coaching approach to these conversations when appropriate. A screen has been developed in Cascade that provides the opportunity for one-to-ones to be recorded, which also includes a section to capture our development needs. We’re all expected to have some development needs – even if these are due to a change in legislation or an internal system change. Once agreed with our Line Managers, our development needs will feed into the Learning & Development department to review and prioritise the requests in line with the strategic priorities and departmental plans. We must all be open to continual development in the way we work and behave which forms the basis of the Performance Evaluation. We might also think about our career aspirations and discuss these with our Line Managers. It is important to consider where we want to be and what support we might need to help us get there.
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Appendix A – Behavioural statements Ability to influence How we manage ourselves
How we provide direction
How we work with others
How we move forward
Engages with key stakeholders to gain their commitment and support
Creates a shared sense of purpose to achieve goals
Actively encourages others to Sets clear priorities to enable express their views and share change their knowledge or wider understanding
Uses appropriate interpersonal skills to engage others
Quickly responds with suitable alternative paths when needed
Uses facts, reasoning and expertise to persuade others to achieve together
Identifies and prioritises key issues to support decision-making
Uses clear arguments and supporting rationale to gain acceptance for ideas/ proposals
Communicates in an engaging and compelling way, leaving a clear and memorable message
Makes the complex or ambiguous clear for others enabling people to participate in debate and discussion
Develops and pursues a strategic internal and external influencing plan to achieve goals or objectives
Uses own influence positively to achieve constructive and beneficial outcomes
Encourages innovation by creating the right climate for thoughts and ideas
Recognises and celebrates Seeks out and uses the successes of others to appropriate tools for encourage future endeavours continuous improvement
Attention to detail How we manage ourselves
How we provide direction
How we work with others
How we move forward
Takes responsibility for the accuracy and completeness of own work to ensure high-quality outputs
Sets high standards and ensures realistic timescales and resources are available to meet them
Appropriately monitors the details and quality of others work to ensure relevant standards are met
Monitors progress and evaluates delivery appropriately to challenge and change when needed
Demonstrates passion for doing the job well to achieve quality outputs
Communicates the reasons for deadlines to maximise support for achieving them
Involves others appropriately in checking or testing accuracy of own work
Provides feedback to develop others’ self awareness of their standards and approach to work
Allows sufficient time and resources to self review ensuring accuracy of work
Checks and challenges when things don’t look or feel right to ensure alignment to relevant standards
Provides accurate and appropriate support, information and guidance to others to achieve objectives
Checks own and others’ understanding of tasks and goals to ensure accurate delivery
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Being a role model How we manage ourselves
How we provide direction
How we work with others Applies sound personal judgement in dealing with sensitive or critical information respecting confidentiality
How we move forward
Delivers on commitments without the need for follow up
Encourages others to act in line with organisational standards and frameworks
Accepts responsibility and takes remedial and developmental action when mistakes are made
Sets out standards and values Considers the wider plans, for managers and peers and not preoccupied with own holds people accountable for agenda their actions
Takes ultimate accountability for decisions and actions of team or project addressing any concerns promptly
Consistently leads by example, by acting with integrity and impartiality
Acts with integrity, impartiality and independence balancing personal, organisation and legal parameters
Handles emotive issues with sensitivity, applying judgement to identify a constructive path forward
Considers impact on individuals during interactions to foster good relationships
Manages any conflict between individuals and teams skilfully to encourage harmonious working relationships
Budget management How we manage ourselves
How we provide direction
How we work with others
How we move forward
Makes use of the internal systems and processes to ensure effective budget management
Creates an environment where there is shared responsibility for budget preparation
Recommends appropriate efficiencies to achieve better value or results
Ensures resources are allocated effectively in order to achieve strategic objectives
Is well prepared for budget meetings and is able to articulate the detail behind the headline numbers
Reviews budgets regularly with relevant team(s) and reforecasts in a timely manner
Communicates budget rationale to share understanding of decisions made
Identifies areas for budget investment to ensure objectives can be achieved
Estimates return on investment to ensure optimal resource allocation
Demonstrates accountability for over and underspend of budget accounting for any corrective action
Is considerate of others and their needs when competing for resources to support critical functions
Ensures budget spend aligns with the organisation’s priorities to ensure a holistic approach to financial management
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Coaching and mentoring How we manage ourselves
How we provide direction
How we work with others
How we move forward
Develops relationships with participants or others based on honesty to gain mutual trust and respect
Communicates plans with participant to understand individual or shared goals
Builds relationships with participants/colleagues so that coaching efforts are received in a positive developmental manner
Seeks out latest methods and skills for continuous self improvement
Prepares in advance with the ability to adjust dynamically
Highlights performance strengths and weaknesses by giving factual, specific, non-judgmental feedback
Takes the time to understand Makes long term plans to the background and personal meet the overall objective circumstances to get the best out of the situation
Shows self-awareness and impact on others to ensure right culture
Uses appropriate style and language in a considered way to accommodate different dispositions
Actively supports others to work beyond their comfort levels and try new techniques in a safe way to enhance success
How we manage ourselves
How we provide direction
How we work with others
Identifies and pre-empts any potential sources of conflict, encouraging collaboration
Acts to address organisational needs, rising above the demands of any one stakeholder or influential group
Gets to know individuals, and respects their skills, interests and motivations, to work together effectively
Applies understanding of others to build effective teams
Builds relationships with stakeholders for the good of the organisation
Brings people with complementary skills, interests and viewpoints together, ensuring the work benefits from a diverse input
Ensures the right people are involved at the right time to optimise progress and outcomes
Builds strategic relationships with external stakeholders for the good of the organisation
Passes on information promptly keeping colleagues up to date
Promotes a team ethos across organisational boundaries to ensure best results for the organisation not just the team
Encourages others to speak and actively listens, showing respect for others’ points of view
Resolves conflicts by recommending mutually acceptable solutions
Changes behaviour in response to feedback from others to become more effective
Makes a positive Shows sensitivity and respect contribution to the team, for others’ feelings, cultures, supporting colleagues in their beliefs or backgrounds day-to-day work
Shares own knowledge and experience with others for mutual benefits
Collaboration
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How we move forward
Recognises sensitive or controversial situations and plans how best to handle them
Commercial awareness How we manage ourselves
How we provide direction
How we work with others
How we move forward
Diligently lays the groundwork for meetings with 3rd parties by taking the time to properly prepare
Assesses the return of possible courses of action in order to better persuade others
Informs others of pertinent information in a timely manner to ensure planning can be optimised
Regularly reviews the commercial performance of a product or programme, ensuring that the commercial perspective is heard
Ensures actions are followed up on in a timely manner by keeping accurate records of meetings
Demonstrates curiosity by keeping up to date with contemporary thinking, ensuring the organisation remains relevant
Freely shares expertise with others to broaden the organisation’s thinking in this area
Seeks to contribute to the development of the organisation’s strategy to ensure that we are always looking forward
Demonstrates a balanced approach to driving commercial objectives through the awareness of competing agendas
Demonstrates a customer focus by advocating for choices that consider customer behaviours and motivations
Takes on aspects of work which might be outside of the remit of the role profile to help drive the bigger objectives
Supports the organisation to challenge its existing commercial thinking through the provision of alternative examples of how things are done in other sectors
Communication How we manage ourselves
How we provide direction
How we work with others
Communicates in a clear and effective manner to ensure clarity of message
Communicates alternatives to maximise likelihood of success
Actively listens to others taking an interest in what they have to say
Selects and uses appropriate tools and technology to optimise communications
Ensures that communications Listens to other people’s ideas Fosters internal and external are appropriate to audiences and thoughts to improve own partnerships and alliances to to ensure they are well understanding benefit the organisation received and understood
Conveys ideas and facts using Ensures that communications Assembles and disseminates language the audience or meet relevant regulations, information that enables reader will best understand guidelines or standards others to meet their objectives
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How we move forward Shows understanding through listening to what others say and responds effectively
Evaluates and promotes communication strategies that support improvement and growth
Composure How we manage ourselves
How we provide direction
How we work with others Projects a positive image when representing the organisation to enhance its reputation
How we move forward
Demonstrates poise, agility and patience to minimise the impact of uncertainty and change on others
Provides reassurance and information to help people feel safe and secure
Inspires confidence by appearing calm and in control under challenging circumstances
Demonstrates inclusive Demonstrates appropriate behaviour when interacting body language, tone and with staff and the community attitude to manage different situations
Seeks out and values others views and opinions to enable high quality decision-making
Treats others with dignity to promote a culture of respect
Mentors others to be calm under pressure by offering support and guidance
Demonstrates respect for all individuals and their points of view, to establish a culture of respect
Shows a personal commitment to create a hospitable and welcoming environment for all
Values and promotes maximum use of workforce diversity, skills, experience and knowledge
Continual learning How we manage ourselves
How we provide direction
How we work with others
Shows commitment to developing competence through Continuous Professional Development to benefit self and organisation
Plans Continuous Professional Development with clear outcomes and milestones to track progress
Shares learning in communities of practice, in order to generate greater insight and exchange of ideas
Shows an active interest in the internal and external environment in order to address any gaps in knowledge or skills
Uses a combination of approaches, ideas and techniques that helps learning and growth
Creates opportunities to translate theory to practice to ensure return on investment in learning
Comfortable to learn from others, benefitting from their experience
Demonstrates applied learning in various contexts to improve individual and organisational performance
Finds and maximises opportunities for growth and development from multiple sources
Steps outside of own comfort zone to ensure growth development
Learns through feedback and iteration building on prior knowledge and experience
Measures return on investment to ensure future learning interventions are appropriate
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How we move forward
Courage to challenge How we manage ourselves
How we provide direction
How we work with others
How we move forward
Shows courage and confidence to speak up skilfully, challenging others even when confronted with resistance or unfamiliar circumstances
Shows confidence in own knowledge, abilities and judgements in order to make decisions
Adopts a questioning approach to clarify or more fully understand an issue
Builds close partnerships with senior leaders, providing safe environment for difficult conversations
Remains calm and stands by decisions in the face of opposition or resistance, addressing challenges appropriately
Observes, listens, questions and challenges to ensure full discussion
Intervenes in lengthy process or excessive debate to draw conclusions and reach a decision
Takes a visible lead in progressing a disputed issue or ethical dilemma for the benefit of the organisation
Prepared to challenge own thinking and internal status quo
Has difficult conversations and not afraid of confrontation whilst remaining professional
Makes own position clear in debates early on and backs it with relevant professional knowledge
Helps to uncover pertinent facts to move a debate forward expediently
Creativity How we manage ourselves
How we provide direction
How we work with others
Generates ideas for improvement and practical solutions to problems
Actively seeks and encourages Finds solutions that are innovation and creative acceptable to stakeholders thinking to support with conflicting interests organisational development
Challenges the conventional ways of doing things in a respectful way
Recognises and rewards creativity to encourage innovation
Continually challenges self to Builds on and develop skills and expertise to prioritises good ideas from improve overall capability others to achieve the best outcome
How we move forward Implements and integrates new methods and technologies to enable progress
Exchanges ideas to help make Considers practical sound decisions and improve implications of own and processes others ideas to enable implementation Creates the right environment to encourage others to contribute creatively
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Promotes and sponsors a culture that supports continuous improvement and innovation
Customer focus How we manage ourselves
How we provide direction
How we work with others
How we move forward
Deals with customer enquiries expediently, ensuring all queries are answered aiming for first time resolution
Gives specific and clear instructions to ensure customers have all relevant information
Works collaboratively with stakeholders to understand their requirements before moving forward with key decisions
Regularly reviews and monitors our services to identify opportunities for improvement
Follows up with agreed actions in a timely manner to meet or exceed customer expectations
Demonstrates an understanding of the business needs of the organisation and can explain this in a way that relates to the customer
Listens to customers and uses their views in all stages of planning to ensure best outcomes for customers
Establishes systems that communicate customer insights among employees to develop understanding of customer needs
Uses the right communication skills to deliver difficult messages to customers and stakeholders in the appropriate way
Actively recognises and Promotes understanding of rewards customer-focused why customer service matters behaviour to promote a culture of customer centricity
Views situations from the perspective of the customer and uses insights to improve the customer experience
Seeks customer feedback to ensure all needs have been fully met
Provides customer status reports and progress updates to keep relevant people informed
Seeks ways to improve service delivery and makes recommendations accordingly
Establishes a team approach to providing exceptional customer experience
Decisive thinking How we manage ourselves
How we provide direction
How we work with others
Demonstrates the ability to analyse and understand data and information quickly in order that decisions can be made in a timely manner
Encourages and empowers others within the team to ensure meaningful collaboration
Encourages contributions of all staff to improve engagement, performance and productivity
Makes informed decisions that take into account the facts, goals, constraints and risks
Identifies the key questions to Is assertive where ask in complex situations in appropriate, recognising order to provide direction the difference between confidence and arrogance
How we move forward Provokes the organisation to address complex or sensitive issues and guides management to address sustainable solutions Balances and prioritises competing needs to deliver effectively in a changing environment
Demonstrates self-awareness Develops fresh ideas that that leads to balanced provide solutions to thinking about which tasks workforce challenges to take on and not take on within a body of work
Recognises the need for staff to be able to fail safely, in order to overcome fear
Takes decisions in a strategic context where there are unknowns, always mindful of existing and emerging organisational priorities
Uses previous experience, standard procedures and common sense to make decisions
Creates an environment where others can make decisions by clarifying roles and responsibilities and providing appropriate support
Sees macro connections, relationships and opportunities which others miss
Identifies scope of own and others’ decisionmaking authority and works appropriately within this to move forward resolutions for organisational issues
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Delegation How we manage ourselves
How we provide direction
How we work with others
How we move forward
Allocates tasks in ways that enable appropriate planning, avoiding unnecessary pressure
Provides the support, guidance and instructions to enable others to succeed
Engages appropriately with the progress of task execution
Provides learning and development opportunities through appropriate delegation
Discusses work plans to ensure engagement and understanding
Chooses the best person for the job to ensure success and appropriate staff development and supports accordingly
Gives constructive feedback to enhance future performance
Monitors progress of task execution to ensure quality assurance
Openly discusses own workload with Line Manager to ensure expectations can be met
Shares the reasons for tasks so that others understand why they are being asked to do them
Allocates appropriate parts of Applies learning from past tasks to others to maximise successes and failures to efficient use of resources develop more effective delegation
Delegates appropriately to ensure good personal time management
Specifies outcome desired to ensure staff know what is expected and are able to deliver
Gives recognition to others where it’s deserved
Demonstrates willingness to delegate whole task when appropriate to do so to encourage motivation and performance
Embracing change How we manage ourselves
How we provide direction
How we work with others
How we move forward
Tries new ideas and takes on board change to develop capability
Communicates change in a Anticipates and understands clear and helpful way to avoid others’ resistance to change any uncertainty to reduce barriers
Seeks out opportunities to change things for the better
Promotes culture and practices which facilitate the implementation of change
Shares insights and thinking to create a sense of shared vision and excitement for change
Involves others early in the change implementation process to increase commitment
Actively identifies affected people and assesses their readiness for change
Provides regular, relevant information to keep people up-to-date and engaged
Understands why changes in the past have been successful or unsuccessful and applies learning
Demonstrates the ability to Helps others see the lead change with authenticity organisational and personal benefits of the change
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Emotional intelligence How we manage ourselves
How we provide direction
How we work with others
How we move forward
Does not dominate the conversation, in order that others feel that their contribution is valued
Shows the ability to understand how others feel and has a grasp of how to respond where appropriate to do so
Is fair, considerate, and tactful Works with individuals to be with colleagues, clients and more resilient and mindful to subordinates overcome obstacles
Uses awareness of own emotions to manage personal behaviour and relationships
Possesses emotional awareness, sensitivity and the skills that help stay positive to maximise well-being
Uses outer-intelligence to read, sense and manage relationships with other people
Uses emotional intelligence to solve problems
Manages emotions in order that they facilitate the task at hand
Offers guidance to illustrate what it takes to be successful by redefining what that means to the individual
Cultivates rapport with a broad diversity of people to self-manage effective relationships
Is mindful of own emotional intelligence capability to identify areas to build on
Insight led How we manage ourselves
How we provide direction
How we work with others
How we move forward
Takes the time to assess different options when making decisions on which tasks to prioritise
Encourages others to be customer centric through the provision of customer insight at key opportunities
Seeks deep understanding of requests and briefs to ensure the best quality of information is returned
Keeps abreast of industry trends, making recommendations to ensure that British Gymnastics stays current
Presents information in a way that adds value to the recipient
Proactively seeks out opportunities to share information across projects and teams, so the organisation is better informed
Supports others to be curious and to ask difficult questions to ensure that the organisation’s outputs meet genuine customer needs
Identifies the root cause of any issue or challenge with a view to ensuring that the same issue or challenge is not encountered twice
Acts consistently and with due care when dealing with information, in line with legislation and organisational processes
Shares changes to legislation or pertinent legal precedent with a view to improving existing processes
Is transparent about the way in which information should and should not be used, so that people are not at risk of a data breach
Regularly reviews lessons learned, encouraging changes to process, to ensure a culture of continuous improvement
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Open mindedness How we manage ourselves
How we provide direction
How we work with others
How we move forward
Seeks out and considers new or different ideas and opinions to test own knowledge and understanding
Inspires others to appropriately challenge the status quo to look for alternatives
Encourages critical thought and discussion to challenge own and others’ ways of working
Creates flexible plans and is willing to adapt them to address changes in priority or external environment
Tries out and evaluates new ways of working to ensure continuous improvement
Encourages input and discussion when making decisions to gain a wider perspective
Seeks and listens to others’ ideas and opinions to test own views and identify opportunities
Brings new thinking and ideas into the business to support innovation and improvement
Adapts easily to new experiences and ideas to stay current
Creates a safe environment Welcomes others’ ideas and for staff to experiment, opinions without prejudice to and learn new skills and improve own understanding knowledge to improve overall competency
Considers a variety of alternatives to solve problems
Performance management How we manage ourselves
How we provide direction
How we work with others
How we move forward
Prepares in advance for performance conversations to ensure productivity
Encourages others to seek support to improve performance
Encourages team working to enhance performance
Articulates a clear vision for the future of British Gymnastics
Engages in ongoing dialogue regarding performance to benefit individual and organisational performance
Provides regular and constructive feedback on performance
Shows an awareness and understanding of what obstacles prevent others from performing and supports accordingly
Contributes ideas and suggestions for initiatives in line with organisational objectives
Seeks support in a timely manner where required
Sets realistic deadlines to ensure accomplishment of goals or objectives
Encourages upward feedback to build a relationship of trust
Uses appropriate policies and procedures to ensure a consistent approach across the organisation
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Personal credibility How we manage ourselves
How we provide direction
How we work with others
How we move forward
Identifies and pursues opportunities to do work which provides new experiences or stretches existing skills
Provides advice and guidance Develops others’ capability to to colleagues fostering a deliver against organisational reputation as being a source needs of reliable support
Shows enthusiasm to broaden own capability to meet strategic and organisational requirements
Provides subject matter expertise in a helpful and meaningful way
Acts as a role model for continuous learning, to build on professional and organisational knowledge
Provides regular formal or informal development support to peers in the organisation
Creates a shared learning and knowledge transfer environment to support continuous improvement
Applies theoretical and practical knowledge and expertise to create solutions
Offers sensible and impartial advice and is considered as wise counsel
Builds trust of employees and managers by behaving in a fair and consistent manner
Provides a strategic perspective to ensure organisational growth
Project management How we manage ourselves
How we provide direction
How we work with others
How we move forward
Takes responsibility for compliance with project management protocols
Sets clear direction and expectations relevant to project to achieve deliverables
Demonstrates an understanding of when to involve others to ensure a collaborative effort
Seeks wider understanding to inform decision making
Remains professional under pressure by maintaining self-control
Shows a good balance of challenge and support to ensure the integrity of the project
Regularly checks team’s understanding and agreement
Functions effectively in uncertain or stressful situations to enable progress
Identifies and secures resources needed to complete the project
Articulates timing necessary to optimise resource usage
Demonstrates and promotes flexibility to meet changes to competing priorities and needs
Learns from experience to benefit future developments/ projects
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Sport at the heart How we manage ourselves
How we provide direction
How we work with others
How we move forward
Demonstrates engagement, enthusiasm and flexibility to help promote and deliver our sport
Ensures that British Gymnastics brand is promoted and represented positively to enhance our reputation
Makes an effort to support British Gymnastics events, festivals and initiatives
Identifies opportunities to innovate, explore or develop new opportunities for gymnastics
Actively supports British Gymnastics events, festivals and initiatives
Supports and encourages volunteers, beginners and others to engage with the sport
Engages people and groups into our sport to increase provision and participation
Advocates for British Gymnastics with influencers and decision makers
Demonstrates understanding of the British Gymnastics brand and implements in own work
Encourages colleagues and others to engage with our sport to enhance understanding and support for events, clubs and initiatives
Presents a positive image and lives the company values when representing British Gymnastics
Suggests new ways to engage colleagues and others in the delivery of our sport
Strategic thinking How we manage ourselves
How we provide direction
How we work with others
How we move forward
Asks questions to decide how Positively champions work aligns to the strategy in significant change initiatives order to prioritise within the organisation to encourage others to do the same
Helps others to understand their role in achieving the strategy
Is self driven to achieve deadlines, and questions themselves and the wider team to maintain forward momentum
Prepares well for strategic discussions by reviewing any relevant documents to better contribute to the debate
Asks constructive questions about what British Gymnastics is doing and why, to ensure that work is strategic, and that the strategy remains relevant
Supports others to achieve their strategic priorities by backing their ideas and initiatives
Plays a part in the evaluation of strategic change, in order to inform future projects
Remains strategically focused allowing appropriate time and resources to realise objectives
Has the courage to present counter-arguments when change initiatives are resisted to create advocates
Encourages others to express their point of view when discussing change initiatives to ensure outcomes are balanced
Articulates clearly the benefits of new initiatives, driving positive energy for change
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Time management How we manage ourselves
How we provide direction
Illustrates a conscious process Clearly articulates priorities to of planning and controlling manage expectations the amount of time spent on a particular task
How we work with others
How we move forward
Time blocks non negotiable appointments to avoiding overlapping appointments and disappointment to others Â
Determines what the barriers are to completing tasks on time in order to improve time management
Creates enough time for what Ensures others understand Uses technology to stay matters in order that quality wider time commitments to connected and organise time work can be produced ensure realistic expectations effectively about task completion are set
Chooses the right tools to manage the task, balancing efficiency and effectiveness
Eliminates distractions before Sets clear goals in order that Asks others to help in order beginning tasks steps are taken to accomplish to get the job done where them relevant to do so
Knows when a task is unrealistic and steps back to make necessary adjustments
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