What is the Project Ecosystem of Leadership Development

What is the Project Ecosystem of Leadership Development? For HR/OD ONLY 1

The mandate for project ecosystem -common development at key transition points A common approach to leadership and talent development Stronger, mandated leadership across the system to develop successors or senior and CE positions 2. We will use an integrated whole-of-system approach to developing leaders at all levels We will revise and improve our development products and services • Build a shared ethos and mindset • Ensure a consistent development experience • Better use of system resources for the benefit of the whole • to ensure tailored and bespoke development for individuals • draw on existing or new centres of development expertise • build an ecosystem of provision CE Succession Senior System Leader of Leaders First time People Leader Emerging Leader Common development at 3 transition points Delivered by - Collaborative Approach to deliver system change Steering Group of HR leaders from DPMC, TPK, IR, Corrections, HNZC, ACC, NZFD, MBIE System / Centralised Centers of expertise Sectors / Agencies OUR AIM: Create a strong group of public service leaders, unified around a spirit of service and capable of working across agency boundaries to better serve New Zealanders. We will work together to mobilise and optimise our leadership talent for the benefit of the public service as a whole. Leadership & Talent 1. We will create a strong group of senior public service leaders • With depth and breadth of experience • Unified around a spirit of service, and a common ethos, values and ways of working • Mobilise the group using the common tools and a structured approach BPS 2. 0 Recap State Sector Reform Approach Working Group of OD / L&D specialists from MBIE, MSD, IRD, NZDF, Corrections, CASS, LINZ, Customs, Mf. E, HNZC, DIA, MPI, ACC PS HR updated through GMHR collaboration meeting and a bi monthly email update to all our HR contacts, including 1: 1 feedback Voice of our leaders Workshops with leaders working through transition points from MFAT, DIA, LINZ, Justice, Worksafe, Defence, PCO 1: 1 conversations with leaders from SSC, Mo. D, MBIE, MFAT, Corrections, Ministry for Women Drawing on knowledge from LDC 360 data from 6721 respondents on 522 leaders International research CEB, CCL, DDI, Kornferry/ Lominger Our provider panel intel on the system 2

New People Leader Potential Deliverables First SSC ‘Strategy’ paper Second SSC ‘Strategy’ paper De-centralised approach What we said we would do for New People Leaders What is prescribed - but not the how • Approved content, design, theories/evaluation framework made available to agencies. Perhaps through a digital platform • Agencies incorporate into their offerings • Agencies can cluster into sectors for delivery • A centralised option can be offered • All transitioning leaders to attend Seven transition development priorities co-created with leaders and HR/OD Learning hub for new people leaders Curated public service content aligned to development priorities. Learning Resources for HR/OD to support in agency learning and delivery Curated content aligned to development priorities. Centrally designed short workshops that support the development priorities New People Leader self reflection diagnostic 3

Moving into a new role as a people leader feels tougher, harder and lonelier than I’d expected. To be successful in my new role I need to… New People Leader MOVE FROM TO New People Leader Transition Development Priorities What sits behind the high level development priorities I am one of the crew As a manager I understand that people will perceive and treat me differently. I need to act differently to show I represent the organisation. Manager mindset, Spirit of Service, ways of working, values, diversity & inclusion, ethos, character. I focus on day to day tasks and short term goals I understand my team’s role in delivering on our organisation’s strategy and purpose and I connect my team to the big picture. Leading Strategically • Thinks strategically • Engages their team in the vision I rely on my existing knowledge and network to get work done I build relationships with my team and across my organisation. I seek out and listen to diverse points of view and focus on building an inclusive team culture. I am focussed on my own performance I improve the performance of my team by setting clear expectations, giving timely feedback and having the tough conversations. Engaging Others • Connects with others • Listens Enhancing people performance • Sets clear expectations for individuals • Supports and reinforces individual high performance I focus on my own development I have regular development conversations and coach my team members to be the best they can be. Developing Talent • Coaches and mentors individuals • Develops individual capability I do the work myself and as the technical expert, provide solutions as needed I plan, prioritise and delegate work. I build my team’s capability to deliver on our priorities. Achieving through others • Delegates to individuals • Maintains oversight of their team’s work I do my 'admin' and follow my organisations processes I role model the core management processes and practice of human resources, finance, procurement and technology. Spirit of Service, Leadership Character, Think Customer, Think Aotearoa underpin the development priorities Functional knowledge that is required

New Leader of Leader First SSC ‘Strategy’ paper Second SSC ‘Strategy’ paper De-centralised approach What we said we would do for Leader of Leaders What is prescribed - but not the how • Approved content, design, theories/evaluation framework made available to agencies. Perhaps through a digital platform • Agencies incorporate into their offerings • Agencies can cluster into sectors for delivery • A centralised option can be offered • All transitioning leaders to attend Potential Deliverables Six transition development priorities cocreated with leaders and HR/OD Ongoing Conversations with agencies and sectors on what being a Centre of Expertise may involve

Becoming a Leader of Leaders requires me to move from what is familiar towards contexts and relationships that are more complex and less predictable. To be successful in my new role I need to… New Leader of Leader Transition Development Priorities Leader of Leaders MOVE FROM I focus on my team’s objectives and the day-to-day work TO I think, plan and look at the broader perspective and connections of our work. I engage my people in our organisation’s strategy and the public service vision. I lead through my authority as a manager and expert I influence by communicating in a way that inspires, builds trust and connects others. I lead my teams through ambiguity and change. I focus on building a high performing team I build strong relationships across my organisation and sector. I create opportunities to work collaboratively and innovatively to achieve better outcomes for New Zealanders. I develop the individuals in my team I prioritise my teams work to achieve our key outcomes I role model the core management processes and practice of human resources, finance, procurement and technology. I prioritise the development and coaching of my team. I focus on building a strong inclusive team culture that supports everyone to reach their full potential. I prioritise competing demands and resources across a number of work areas. I am comfortable making trade-offs and articulating the ‘why’ of these decisions to my teams. I improve and link agency processes and AND practices to deliver better outcomes. Spirit of Service, Leadership Character, Think Customer, Think Aotearoa underpin the development priorities What sits behind the high level development priorities Leading Strategically • Thinks strategically • Engages their team in the vision Leading with Influence • Leads with purpose across the sector and organisation • Persuades and inspires across the sector and organisation • Communicates clearly across the sector Enhancing Organisation AND System Performance • Strengthens group performance • Fosters a continuous improvement culture • Provides cross-organisational leadership Developing Talent AND Enhancing team performance • Coaches and mentors managers • Develops work area capability • Sets clear management objectives Managing work priorities • Manages and delivers on work priorities • Purposeful about where they invest their time Functional knowledge that is required

New Senior System Leader Potential Deliverables First SSC ‘Strategy’ paper Second SSC ‘Strategy’ paper Centralised What we said we would do for Senior System Leader What and how prescribed • One approved programme that all transitioning leaders must attend • Delivered centrally Six transition development priorities cocreated with leaders Common / consistent AND Individualised / tailored transition development map proposed highlighting required and optional development An Induction workshop offered 3 x year A menu of development opportunities targeted for transitioning leaders e. g. political nous workshop or IRD Accelerate –Strategic programme Developing new PSLG members will be different Second SSC strategy paper • At this level our people should know what leadership is and how to do it, the focus is on how they are ‘being’ as a leader and the values they bring. • It is unlikely that statement “From To” format will work at this level. • Our collaboration to date has highlighted the following elements as key to developing leaders at this transition. o Spirit of Service o Public Service ethos and ethics o Public Service reform programme o Leadership Success Profile including Leadership character - Curiosity, Agile & Self Aware, Honest & Courageous, Resilient o Collaboration and partnerships – unions, iwi, community, not for profit 7

Development priorities – Senior System Leader From I focus on results for my agency and sector I develop and deliver on my agencies strategy I coach and develop my teams to help them reach their potential Some of the specifics– system priorities I focus on outcomes for all New Zealanders Spirit of Service, ways of working, values, diversity & inclusion, ethos, character. A unifying culture of spirit of service throughout the NZPS with shared values, ethos and ways of working Foundations of NZ Public Service. Promoting So. S to the broader community and people of NZ (this is an SSC expectation of a senior leader) I collaborate with colleagues across the system to develop future focused whole of government strategies and plans Navigating for the Future. ‘Where are we going? ? And how do we get there? ’ Leading through Complexity, Ambiguity, Constant change. Risk taking D P T A I develop broad networks and connect people, ideas and systems so collectively we can build a better New Zealand I build strong relationships across my agency and sector I lead teams that deliver strong outputs LSP quadrant Leadership question (expanded guide) To In my first 12 months I need to move. . B N I E What sits behind the high level statements U G D E I champion an inclusive and diverse workplace to deliver better outcomes for New Zealanders I coach our people and develop ready successors for the future – for my agency and the wider public service Stewardship ‘How do we together build for a better NZ? ’ Making it happen with & through others ‘How will we turn what we know into what we do? ’ Identifying & developing our ‘talent’ ‘How am I building talent for the future – for my agency and others? ’ Building networked teams across boundaries, codesign. Being ambitious for NZ and New Zealanders, Leading at the Political interface Working together to build a strong and resilient public service (an important part of stewardship) Agile, adaptive, flexible teams. Sharing best practice with other agencies through the relationships we build Growth mindset. Values and role models talent management, succession planning. Building talent that has transferable skills for other agencies (not just our own) Sharing staff to build connections and share skills and expertise eg through secondments. 8