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

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

2. State Sector Reform • 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 • 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 • We will use an integrated whole-of-system approach to developing leaders at all levels • Build a shared ethos and mindset • Ensure a consistent development experience • Better use of system resources for the benefit of the whole First time People Leader The mandate for project ecosystem -common development at key transition points Leader of Leaders Senior System Leader CE Succession BPS 2.0 A common approach to leadership and talent development​ Stronger, mandated leadership across the system to develop successors or senior and CE positions We will revise and improve our development products and services • to ensure tailored and bespoke development for individuals​ • draw on existing or new centres of development expertise​ • build an ecosystem of provision 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, MoD, MBIE, MFAT, Corrections, Ministry for Women Recap 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 Emerging Leader Working Group of OD / L&D specialists from MBIE, MSD, IRD, NZDF, Corrections, CASS, LINZ, Customs, MfE, HNZC, DIA, MPI, ACC Centers of expertise Sectors / Agencies Approach 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 PS HR updated through GMHR collaboration meeting and a bi monthly email update to all our HR contacts, including 1:1 feedback Agencies

3. New People Leader Potential Deliverables Seven transition development priorities co-created with leaders and HR/OD First SSC ‘Strategy’ paper Second SSC ‘Strategy’ paper 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. What we said we would do for New People Leaders Centrally designed short workshops that support the development priorities New People Leader self reflection diagnostic

4. 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 Transition Development Priorities New People Leader What sits behind the high level development priorities TO MOVE FROM Manager mindset, Spirit of Service, ways of working, values, diversity & inclusion, ethos, character. 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. 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 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 rely on my existing knowledge and network to get work done • Engaging Others • Connects with others • Listens I improve the performance of my team by setting clear expectations, giving timely feedback and having the tough conversations. I am focussed on my own performance • Enhancing people performance • Sets clear expectations for individuals • Supports and reinforces individual high performance I have regular development conversations and coach my team members to be the best they can be. I focus on my own development • Developing Talent • Coaches and mentors individuals • Develops individual capability I plan, prioritise and delegate work. I build my team’s capability to deliver on our priorities. I do the work myself and as the technical expert, provide solutions as needed • Achieving through others • Delegates to individuals • Maintains oversight of their team’s work I role model the core management processes and practice of human resources, finance, procurement and technology. I do my 'admin' and follow my organisations processes Functional knowledge that is required Spirit of Service, Leadership Character, Think Customer, Think Aotearoa underpin the development priorities

5. New Leader of Leader First SSC ‘Strategy’ paper Second SSC ‘Strategy’ paper Potential Deliverables Six transition development priorities co-created with leaders and HR/OD What we said we would do for Leader of Leaders Ongoing Conversations with agencies and sectors on what being a Centre of Expertise may involve

6. 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 What sits behind the high level development priorities MOVE FROM TO I focus on my team’s objectives and the day-to-day work 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. • 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 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 build strong relationships across my organisation and sector. I create opportunities to work collaboratively and innovatively to achieve better outcomes for New Zealanders. I focus on building a high performing team • Enhancing Organisation AND System Performance • Strengthens group performance • Fosters a continuous improvement culture • Provides cross-organisational leadership I develop the individuals in my team 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. • Developing Talent AND Enhancing team performance • Coaches and mentors managers • Develops work area capability • Sets clear management objectives I prioritise my teams work to achieve our key outcomes 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. • Managing work priorities • Manages and delivers on work priorities • Purposeful about where they invest their time I improve and link agency processes and practices to deliver better outcomes. I role model the core management processes and practice of human resources, finance, procurement and technology. Functional knowledge that is required AND Spirit of Service, Leadership Character, Think Customer, Think Aotearoa underpin the development priorities

7. New Senior System Leader Potential Deliverables Six transition development priorities co-created with leaders First SSC ‘Strategy’ paper Second SSC ‘Strategy’ paper Common / consistent AND Individualised / tailored transition development map proposed highlighting required and optional development What we said we would do for Senior System Leader An Induction workshop offered 3x 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 • 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. • Spirit of Service • Public Service ethos and ethics • Public Service reform programme • Leadership Success Profile including Leadership character - Curiosity, Agile & Self Aware, Honest & Courageous, Resilient • Collaboration and partnerships – unions, iwi, community, not for profit Second SSC strategy paper

8. Development priorities – Senior System Leader What sits behind the high level statements Some of the specifics– system priorities LSP quadrant Leadership question (expanded guide) From To In my first 12 months I need to move.. A unifying culture of spirit of service throughout the NZPS with shared values, ethos and ways of working Foundations of NZ Public Service. Promoting SoS to the broader community and people of NZ (this is an SSC expectation of a senior leader) I focus on outcomes for all New Zealanders Spirit of Service, ways of working, values, diversity & inclusion, ethos, character. I focus on results for my agency and sector 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?’ I develop and deliver on my agencies strategy Leading through Complexity, Ambiguity, Constant change. Risk taking I build strong relationships across my agency and sector I develop broad networks and connect people, ideas and systems so collectively we can build a better New Zealand  Stewardship ‘How do we together build for a better NZ?’ Building networked teams across boundaries, co-design. 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) BEING UPDATED Making it happen with & through others ‘How will we turn what we know into what we do?’ I lead teams that deliver strong outputs • I champion an inclusive and diverse workplace to deliver better outcomes for New Zealanders 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. Identifying & developing our ‘talent’ ‘How am I building talent for the future – for my agency and others?’ I coach and develop my teams to help them reach their potential I coach our people and develop ready successors for the future – for my agency and the wider public service