Critical information before you begin

  • This form cannot be saved prior to submitting. Save your long-form answers in a Word document to ensure content is not lost.
  • Please ensure you enter the correct submission ID number (as per the email containing the link to this nomination form).
  • Ensure you have the correct email addresses for the nominee, manager +1, and the relevant HR representative.
  • Allow plenty of time to complete this form. We recommend 1-2 hours.
  • Once you have completed this form, your manager (referred to as manager + 1) will need to endorse the nomination. A manager +1 is someone one level above that of the nominating manager.
  • All data collected in this form is used for the calibration and selection of participants.
  • Character limits indicated are inclusive of spaces.

Leading Managers nomination form – Part 2: To be completed by Line Manager (Nominator)

Personal details
Manager + 1 endorsement
Section One

 How frequently does the nominee demonstrate the following leadership performance?

Please note: these capabilities have been taken from the Leader Success profile for a Director and equivalent level and are aspirational. It is expected that many nominees will not have had the opportunity in their current role to display all of the below capabilities. As such, N/A should be marked to denote lack of opportunity rather than a failure to display a behaviour.

Guidance: The information in this section will be used for calibration as part of the nomination process, and to provide developmental feedback if requested by unsuccessful nominees.

Should the nominee be successful, the information in this section may be used to support their personalised development.

To ensure a robust selection process, it is important that nominees for the Academy’s programs are calibrated to the definition of high potential agreed by the Secretaries Board. In considering the rating and comments in this section please take a balanced approach.

ACT WITH INTEGRITY

DISPLAY RESILIENCE AND COURAGE

DELIVER RESULTS

COMMIT TO CUSTOMER SERVICE

MANAGE AND DEVELOP PEOPLE

MANAGE REFORM AND CHANGE

INSPIRE DIRECTION AND PURPOSE

OPTIMISE BUSINESS OUTCOMES

PLAN AND PRIORITISE

COMMUNICATE EFFECTIVELY

Performance Capabilities
High Potential
Noting that the Secretaries Board definition of a “high potential” leader will form the basis of nomination and selection into the Academy programs. Does the nominee display the potential to be promoted two levels above their current role within the next three years, and demonstrate the high potential characteristics? (Learns and adapts quickly, effective leadership style, engaged and committed, motivated to deliver for the people of NSW, values driven, seeks to diversify their experience).* - required

Guidance: If promotion two levels above their current role in two years is not possible within your organisational structure, does the nominee display readiness for promotion?

Section two

Guidance: The information in this section will be used for calibration as part of the nomination process, and to provide developmental feedback if requested by unsuccessful nominees.

Should the nominee be successful, the information in this section may be used to support their personalised development.

To ensure a robust selection process, it is important that nominees for the Academy’s programs are calibrated to the definition of high potential agreed by the Secretaries Board. In considering the rating and comments in this section please take a balanced approach.

Please rate the extent to which the nominee demonstrates the following behaviours:

Examples:

  • Unpredictable, volatile and emotional
  • Tendency to overreact to criticism
  • Energy fades when meeting setbacks or challenges
  • Seem to lack persistence

Examples:

  • Seem inaccessible to staff or communities
  • Seem inauthentic by not revealing enough of them self
  • Lack of interest in or awareness of the feelings of others
  • Poor communicator

Examples:

  • Cynical and suspicious of others’ intentions
  • Reject new ideas by pointing out their flaws rather than considering their utility
  • Seem to lack trust

Examples:

  • Overly worried about being criticised
  • Seem resistant to change or taking chances
  • Not comfortable establishing a culture where people are prepared to challenge them and other leaders
  • Fails to take ownership for mistakes

Examples:

  • Inflated view of their own ability
  • Unable to admit mistakes or learn from them
  • Interrupt and criticise others
  • Unwilling to take responsibility and accountability for failures and mistakes

Examples:

  • Perfectionistic and hard to please
  • Over emphasis placed on details and outputs
  • Disempower staff
  • Micromanage
  • Prefers not to delegate tasks to others

Examples:

  • Reluctant to take action or ownership
  • Find it difficult to make decisions on their own
  • Unwilling to support those below them
  • Overly concerned with pleasing others

Examples:

  • Not caring sufficiently about the big picture – just the detail
  • Unable to reset the direction of a task based on strategic insights
  • Lead in meetings with process questions not strategic questions
  • Don’t know when to make a decision based on partly available data

Examples:

  • Reluctant to delegate high details tasks to subject matter experts
  • Prefers to hold control over tasks and does not trust others will deliver to their standard
  • Excessively micro-manages the work of subject matter experts

Examples:

  • Does not pay attention to patterns in their behaviours
  • Is often influenced by unconscious biases
  • Is defensive about their mistakes

Examples:

  • Over relies on role as an operational expert to exercise leadership
  • Finds it difficult to lead others that come from different operational backgrounds
  • Uses jargon when explaining operational strategy
  • Prefers to act as an expert rather than a leader
  • Struggles to see the bigger picture of their work

Examples:

  • Finds it difficult to work with teams that have different drivers than the self
  •  Prefers to have team members adapt styles to match their own
  • Struggles to enable team members from different operational backgrounds to work together
  • Does not understand how to move talent around

ENDORSEMENT

Information privacy
Declaration
Mandatory field(s) marked with *
After submitting this form, you should be directed to a confirmation page with guidance on the next steps in the nomination process. You should also receive email confirmation including a PDF attachment of the completed form. If you do not see the confirmation page, please review your form and ensure all fields are completed correctly. If you are still unable to submit your form, do not close the form, and contact leadershipacademy.nominations@psc.nsw.gov.au or call 9272 6089.