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Seven Core Areas: Leadership & Management
Strategy, Systems & Culture Thinking and working strategically and systemically, leading and supporting as required to deliver locally,
nationally and internationally, creating the connection between work and citizen outcomes. Respecting the
(Purposeful)* unique drivers of culture and values across teams and organisations.
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n Balancing priorities; managing operations, finances, risks, experimentation and resources to deliver.
a Business & Risk
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o
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e Working in multidisciplinary teams and using digital technology to support citizen outcomes, building
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Technology & Data Driven information and digital literacy, digital content creation, data strategy and planning, data analytics and
Decision Making visualisation. Using quantitative and qualitative data in the most effective way to problem solve, enabling
(Considered)* robust, accountable, evidence-based decision making and delivery.
Developing self and others for now and the future through self awareness and reflection. Creating a culture of
Developing Self & Others learning to continuously grow and adapt to new, changing environments. Accountable for their own
development and are proactive in the wider team’s development and wellbeing as well as their own. Setting
(Self Developing & Enabling)* challenging development goals with the people they manage each year and the ability to show progress
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l towards these goals.
p
o
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P Driving and leading change through people by balancing what is known and controllable, facing uncertainty
Innovation & Transformation with positivity and curiosity having a growth mindset. Learning to anticipate, adapt and react to new and
(Transformational)* changing dynamics. Looking externally to bring in new ways of thinking and experimenting to drive and deliver
positive citizen outcomes.
Communicating Purposefully Communicating clearly and concisely, utilising different platforms and networks, appropriate to the audience.
Creating connections between work and citizens' outcomes.
s (Connected)*
p
i
h
s
r
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r Working in Teams Creating an environment of inclusion, ownership, collaboration and support and wellbeing, including operating
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P in hybrid and flexible working environments.
(Inclusive)*
*Revised Leadership in Action attributes OFFICIAL SENSITIVE 2
Strategy, systems and culture
Thinking and working strategically and systemically, leading and supporting as required to deliver locally, nationally and internationally, creating the
connection between work and citizen outcomes. Respecting the unique drivers of culture and values across teams and organisations.
Understands team objectives and delivers against them in a way that demonstrates understanding of relevant policies and procedures. Asks the right questions
LEVEL 1 and connects with the right people to perform their role effectively. Seeks out feedback from peers and managers to further understand their responsibilities.
Aware of some of the external factors that can impact delivery of their work and their own role in sustaining an inclusive, growth culture and how this links to team
performance.
Understands their role as part of a system of teams, departments and organisations that make up government. Understands how their team interacts with other
LEVEL 2 teams and departments and looks for opportunities to work together to deliver improved service to customers. Stays up to date with changes to policies and
procedures. Creates a culture of continuous learning and development by encouraging curiosity and self-awareness within the team.
Understands the direct impact of their role on individuals and the system beyond their department and how it affects the culture that exists. Stays up to date with
LEVEL 3 policy changes and equips colleagues with the appropriate guidance to successfully perform their roles. Maintains a network that facilitates quick access to deep
subject matter expertise to support complex, interdepartmental projects. Recognises where strategy comes from, understands it and can identify and interpret
the external factors that have implications for the CS.
Balances the strategic needs of their business unit with the broader needs of the agency or department to deliver on objectives. Collaborates where appropriate
LEVEL 4 to develop cohesion and understand how their work impacts more broadly on citizen outcomes. Coaches junior team members to recognise the significance of
their own role within a wider organisation of teams and departments. Understands the importance of thinking strategically and implements their own strategy in
line with wider CS strategies.
Shapes their department or system’s role and purpose in delivering civil service priorities which are in the national interest. Balances the complex political,
LEVEL 5 national and international dynamics of government to focus on citizen outcomes, now and in the future. Applies a systems lens to strategy development, bringing
the outside in through a network of internal peers and external stakeholders and those interrelationships from across public and private sector organisations.
Demonstrates the leadership of strategy and critical systems thinking in a CS context.
Engages with cross-departmental peers and senior colleagues to develop a cohesive approach to solving highly complex and interrelated national issues. Takes
LEVEL 6 a systems leadership approach to find new ways to create value and impactful change and outcomes for citizens. Creates alignment with strategy across
departments and agencies. Understands the different drivers and enablers of this culture and seeks to create a balance. Embeds a culture of continuous
improvement and efficiency.
Balances strategic priorities and the perspectives of the wider ecosystem to deliver locally, nationally and internationally from policy to delivery. Seamlessly
switches roles between leading, supporting and challenging to create the right outcome for HM Government (HMG) and the citizens outcomes. Maintains a
LEVEL 7 network of high-ranking officials in international governments and draws on these perspectives to influence and inform strategy at the most senior levels of HMG.
Navigates “trade offs” between government priorities, the needs of its workforce and UK citizens to build a cohesive culture that enables excellent delivery of
public services and supports the reform agenda. Understands the user experience from the citizen’s perspective and tests out the services they are accountable
for designing and implementing.
OFFICIAL SENSITIVE 3
Business and risk
Balancing priorities; managing operations, finances, risks, experimentation and resources to deliver.
Understands own workload and their role in supporting team projects. Accesses the tools and resources needed to deliver work effectively.
LEVEL 1 Carries out work to an agreed standard and timeframe. Is open to and looks for opportunities to contribute to management processes to further
develop their knowledge. Uses judgement to ask meaningful questions when issues relating to deadlines, quality and service might be apparent
in operations.
LEVEL 2 Develops the functional skills of managing a business through their work. Uses commercial awareness and sound judgement to connect
financial decision-making with positive citizen outcomes. Understands own role in communicating financial risk to leadership.
Aware of and proactively takes steps to mitigate financial, operational and change risks. Manages and deploys resources effectively.
LEVEL 3 Communicates to leadership where investment is needed and how it will be used. Navigates the balance between minimum resources to deliver
and the right skills required.
Balances business as usual operations with experimentation and calculated risk to improve service and delivery. Has mastered broad T-shaped
LEVEL 4 (breadth of understanding and depth of skill) skills related to the functional management of a business unit and coaches junior colleagues to
develop these skills. Can identify and articulate significant potential risks in operations, such as budget and commercial, scope or resource and
knows how to mitigate, escalate or when to seek advice on these.
LEVEL 5 Can maximise resources, budgets and capabilities when making strategically significant decisions about projects. Identifies, analyses and
makes judgements on the financial and operational risks of projects and summarises these findings to departmental leadership.
Navigates the balance between finance, resourcing, operations, and risk to enable the department to deliver its objectives. Makes strategically
LEVEL 6 significant decisions about highly complex programmes and projects with consideration for how this will impact across the system. Influences
and informs ministers about potential risks and how these can be managed or mitigated.
Evaluates the benefits and risks of very complex and strategically important initiatives on an international, national and local level. Makes
LEVEL 7 informed recommendations to ministers and senior stakeholders on the operations of government. Scans external environment to anticipate and
mitigate the risk of potential challenges from economic, environmental, social and political dynamics.
OFFICIAL SENSITIVE 4
Technology and data driven decision making
Working in multidisciplinary teams and using digital technology to support citizen outcomes, building information and digital literacy, digital content creation, data
strategy and planning, data analytics and visualisation. Using quantitative and qualitative data in the most effective way to problem solve, enabling robust,
accountable, evidence-based decision making and delivery.
Able to gather a range of information from different government sources and use it to identify problems and successes. Analyses, understands and presents
LEVEL 1 data to peers and colleagues in a clear, efficient manner that supports decision-making processes. Confident with a variety of digital tools and technologies that
enhance their work.
Accurately analyses, understands and interprets data sets. Reviews and sorts information by relevance and importance. Recognises the value of both
quantitative and qualitative data insights and the channels through which these can be gathered. Identifies gaps and inconsistencies in data sets and potential
LEVEL 2 related risks. Uses digital tools and technologies to access and interpret data. Uses several different sources to gather information and interprets it correctly.
Uses insights to inform own decision-making. Understands their role in the decision-making process and can support their manager by reflecting and
challenging where appropriate.
Makes complex data-driven decisions that have a tangible impact on citizen outcomes. Experiments with new technologies and digital platforms that can
LEVEL 3 enhance the delivery of work or access to data. Critically analyses and interprets a wide variety of information from different sources and has confidence to use
it to create a compelling argument. Gets the right stakeholders involved in complex decision making. Translates data into a set of high-level recommendations
for senior colleagues and stakeholders and substantiates these with well-reasoned evidence and argument.
Maintains a network of experts. Recognises patterns and connections between diverse sets of information, including from external sources, and can synthesise
these into a best course of action. Recognises when new technology can improve processes or data flows, and looks for opportunities to integrate. Synthesises
LEVEL 4 different sources of information to understand complex factors. Balances inaccurate or incomplete information in unpredictable contexts with what is known and
controllable to decide on a course of action. Uses robust evidence to support decision making on highly complex projects and issues that have significant
implications.
Possesses strong conceptual knowledge of emerging trends around data analytics and new digital technologies. Scans the external environment to understand
potential impacts of these trends on government. Is comfortable with incomplete or ambiguous sets of data and identifies when to take action, with consideration
LEVEL 5 for potential risks. Credible, logical thinker who uses data and insights to mitigate the role of bias and assumptions in decision making. Collaborates with senior
leaders to gain insights and understand the very complex issues they are trying to address. Synthesises data into insights and uses the right combination to
communicate complex multi-layered issues and influence strategic stakeholders.
Draws upon a range of qualitative and quantitative evidence to create compelling, robust arguments that influence and inform strategy and policy making at the
most senior levels of government. Advocates for new and emerging technologies that enhance and improve decision making and delivery. Uses data to inform
LEVEL 6 the direction of their department and to ensure value for money and citizen outcomes. Thinks through the wider impact of data-driven decisions and potential
“what if” scenarios relating to benefits, risks and cost before committing to a course of action. Brings in the right experts who have access to a range of
validated, trusted sources of information to make robust, bold and broad decisions on behalf of ministers.
Executes appropriate judgement on when to interrogate data more deeply. Engages with comparable global governments and international organisations and is
actively preparing for megatrends that will impact the future of public service at a national and local level. As the accounting officers for their department, they
LEVEL 7 can make decisions based on the four tests of ‘regularity, propriety, value for money and feasibility’. Can craft influential and persuasive data-driven arguments
to support decisions that directly impact on matters of international, national and local interest. Under scrutiny, can stay focused on citizen outcomes and can
robustly support their decisions with accurate and validated data and insights.
OFFICIAL SENSITIVE 5
Developing self and others
Developing self and others for now and the future through self awareness and reflection. Creating a culture of learning to continuously grow and adapt
to new, changing environments. Accountable for their own development and are proactive in the wider team’s development and wellbeing as well as
their own. Setting challenging development goals with the people they manage each year and the ability to show progress towards these goals.
Has regular conversations with their manager about the things they want to develop and what the organisation needs them to develop and sets goals to try to
LEVEL 1 achieve them. Can reflect and recognise when they need to ask for help. Shares learning and new skills with their team and peers. Supports their management
in achieving team goals. Can demonstrate judgement in asking for more information and seeks clarity by asking questions.
Uses their internal peer network to test ideas, challenges and problems and share insights and experiences. Understands their impact on team performance.
LEVEL 2 Coaches direct reports to manage high performing teams. Manages team effectively using CS management systems and processes. Delivers difficult feedback
when needed, ensuring it is clear and meaningful. Open to receiving challenging feedback and encouraging questions. Creates development plans in
collaboration with their team. Understands the fundamentals of performance management systems and tools.
Uses their internal peer network to test ideas, challenges and problems and share insights and experiences. Understands their impact on team performance.
LEVEL 3 Coaches direct reports to manage high performing teams. Manages team effectively using CS management systems and processes. Delivers difficult feedback
when needed, ensuring it is clear and meaningful. Open to receiving challenging feedback and encouraging questions. Creates development plans in
collaboration with their team. Understands the fundamentals of performance management systems and tools.
Recognises the implications of working in an adaptive system. Looks to further their network with cross government and external peers. Leads with empathy
and authenticity coaching their direct reports in leadership and management skills. Creates an environment of psychological safety that enables feedback,
LEVEL 4 coaching and positive challenge and empowerment across the team. Shares their experiences and insights from their own development to support all members
of the team identify a career pathway and spotting and supporting talent in their team. Develops their direct reports by delegating some of their responsibilities
as appropriate. Has created a set of team values that reflect the departments and CS management systems and processes to enable high performance. Able to
deliver and receive challenging feedback from senior officials and stakeholders. Demonstrates self-awareness and reflection regularly.
Has a broad and diverse network of internal and external contacts and regularly contributes by sharing experiences. Maintains an achievement orientation,
encouraging others to set and achieve goals. Takes a strategic approach to developing their direct reports, aligning department and broader government needs
LEVEL 5 with the needs of the function or agency they lead. Looks for opportunities to mentor in other functions or agencies to share experiences and support knowledge
sharing across the system. Coaches their direct reports to create lead and manage high performing teams. Able to deliver difficult or challenging feedback to
other senior leaders and stakeholders confidently. Reflects and adapts team values to reflect the diversity of the team.
Champions and creates a culture of learning in their department, where continuous learning is embedded at all levels. Takes an inspirational leadership
LEVEL 6 approach to support and enable others, coaches direct reports to do the same. Role models a learning culture by looking across the government system,
bringing in external insights and sharing experiences. Scans the horizon to identify emerging trends and how these will impact the skills and behaviours that will
be required as an organisation.
Committed to developing their own practice as a leader and seeks opportunities for feedback from senior stakeholders, peers and those they lead. Leads with
LEVEL 7 influence and positivity coaching direct reports to do the same. Translates government vision and reform agenda into a learning strategy. Can connect and align
the requirements to deliver internationally, nationally and locally with the needs of ministers and senior government officials to create high level, strategic
learning plans. Forward thinking about development and scans the ecosystem to identify and plan for the skills needed for now and the future.
OFFICIAL SENSITIVE 6
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