1. Browse through the development tips and identify those that are relevant or useful2. Select a few development tips for each capability you are interested in growing3. Ensure you have a good balance between experience, learning from others and education options

1

Deakin Capability Framework learning guide

Learning from content

Learning Options

70% 20% 10%

Learning from experience Learning from others Learning from content

Increase in role scope

Horizontal moves

Higher Duties

Stretch Projects

Secondments or job rotations

On the job learning

Learning from mistakes

Taking on new initiatives

Exchange Program

Reflection Journaling

Feedback

Shadowing others

Coaching

Mentoring

Networking

Professional or trade associations

Professional industry groups

Collaboration

Social Learning

Communities of Practice

External courses

Internal courses

Bespoke development

Conferences

E-Learning – Cloud based

Formal Studies

Micro-credentials

Books or journals

TED talks

Podcasts

Capability Framework

4

Shaping Strategic Direction

Navigating Complexity

Creating and Innovating

Learning Agility

Environmental Scanning

Planning and Organising

Analysis and Problem Solving

University Operations

Digital Literacy

Continuous Improvement

Inspiring Results

Leading Change

Leading Teams

Collaboration

Emotional Intelligence

Service Culture

Networks and Partnerships

Consulting and Advice

Communicating with Influence

Personal Resilience

Imagine

Improve

Inspire

Influence

Shaping Strategic Direction Thinks strategically to

achieve organisational goals; sets and develops well considered strategies

Navigating ComplexityProactively and quickly

making sense of complex issues; responding

effectively to difficult and ambiguous situations

Creating and Innovating Explores concepts and

insights, generates new ideas and a range of innovative solutions

Learning Agility Learns from experiences;

applies learnings to perform successfully in new

situations

Environmental ScanningSeeks emerging trends;

identifies issues within field of expertise and University

context

Imagine

5

70% 20% 10%

experience exposureeducation

Learning on the job• Identify ways to create linkages between

strategy and culture to guide decision making and actions in self and peers

• Recognise team members when their actions align to vision and values; address team members where actions are inconsistent with vision and values

• Select an initiative or project, undertake a detailed process of consideration and exploration to define costs, benefits and resource requirements

• Actively seek out time with stakeholders to better understand needs and use as a sounding board for potential strategies

• Facilitate a planning event to generate solutions for identified challenges

Learning from others • Spend time with your manager to deeply

understand expectations and constraints; timing, funding, stakeholder needs

• Network with people internal or external to Deakin who have successfully devised and implemented a strategy or long-range goal

• Observe the strategies and seek pointers from colleagues and leaders

• Participate in 360 degree or other feedback review/survey to build your personal awareness about your leadership capability

• Seek coaching from an expert

Learning from content • Article: Strategic Planning Basics

https://strategymanage.com/resources/strategic-planning-basics/

• Article: The Balanced Careers https://www.thebalancecareers.com/strategic-plan-elements-2276139

• Information Video/Explainer Video: YouTube https://www.youtube.com/watch?time_continue=8&v=66SX_oS10VE

• Article: Deloitte https://qz.com/839382/three-ways-leaders-should-shape-culture/

• Article: LinkedIn https://www.linkedin.com/pulse/role-leadership-shaping-organizational-culture-momen/

• Information Video/Explainer Video: YouTube https://www.youtube.com/watch?v=LkesApAMSQk

• Online Course: LinkedIn Learning https://www.linkedin.com/learning/strategic-thinking/welcome?u=2104084

Imagine

local impact area impact organisation impact community impact

Shaping Strategic Direction Thinks strategically to

achieve organisational goals; sets and develops well considered strategies

Navigating ComplexityProactively and quickly

making sense of complex issues; responding

effectively to difficult and ambiguous situations

Creating and Innovating Explores concepts and

insights, generates new ideas and a range of innovative solutions

Learning Agility Learns from experiences;

applies learnings to perform successfully in new

situations

Environmental ScanningSeeks emerging trends;

identifies issues within field of expertise and University

context

6

70% 20% 10%

experience exposureeducation

Learning on the job• Undertake a review of the risks associated with a

project or process that carries across a number of teams

• Volunteer to be the ‘specialist/technical expert’ for a cross-functional project

• Review what you are doing well and anything you could do differently

• Set up a meeting with your team to discuss current barriers to optimal performance

• Identify any challenges or obstacles related to your team’s projects

• Analyse what is the root cause of each obstacle and identify what actions you can take to lessen or overcome problems

Learning from others • Collect information about best practices and key

success factors in your field of expertise

• Identify someone in your team who needs development in this capability and share your own specialist/technical experiences and learnings with them

• Identify and involve your peers in problem analysis and root cause analysis

• Partner to identify patterns, trends or themes

• Connect in with a peer who is successful at delivering outcomes by addressing complex issues

• Find a mentor/coach with experience in your role to assist you to review and develop long term risk strategies

Learning from content • Article: Inside Out Leadership

https://insightoutleadership.com/navigating-complexity/

• Article: Training https://trainingmag.com/trgmag-article/navigating-complexity-it’s-not-complicated

• Article: LinkedIn https://www.linkedin.com/pulse/complexity-workplace-leland-sandler

• Workshop: Confengine https://confengine.com/last-conference-melbourne-2019/proposal/10495/navigating-complexity-in-organisational-change#0

• Informational Video: YouTube https://www.youtube.com/watch?v=0MD4Ymjyc2I

• Course: LinkedIn Learning https://www.linkedin.com/learning/working-with-creative-millennials/welcome?u=2104084

• Face- To- Face workshop: AIM ttps://www.aim.com.au/courses/workplace-diversity

Imagine

local impact area impact organisation impact community impact

Shaping Strategic Direction Thinks strategically to

achieve organisational goals; sets and develops well considered strategies

Navigating ComplexityProactively and quickly

making sense of complex issues; responding

effectively to difficult and ambiguous situations

Creating and Innovating Explores concepts and

insights, generates new ideas and a range of innovative solutions

Learning Agility Learns from experiences;

applies learnings to perform successfully in new

situations

Environmental ScanningSeeks emerging trends;

identifies issues within field of expertise and University

context

7

70% 20% 10%

experience exposureeducation

Learning on the job• Draw ideas from different fields, question

established methods and assumptions experiment and test new ideas and processes

• Introduce and develop a major innovation that supports the University’s plan/s

• Build on current research by investigating new directions or addressing current limitations

• Look for chronic problems within your area of responsibility that have been ignored in the past and experiment with and test a variety of possible solutions

• Shift mindset from seeing risks to recognising opportunities and actively eliminate or reduce the impact of barriers

• To encourage thinking outside of the box, explore brainstorming to help you generate a variety of solutions to work problems

Learning from others • Join an association that is outside of your field

• Seek opportunities to network with people outside your area who can act as resources for testing options for new or improved University systems, services, or processes

• Speak to colleagues who have an exceptional ability to instil creativity and innovation in their workplace

• Seek assistance from a coach who can provide guidance and feedback on techniques, tactics, and processes that you can use when leading innovation or continuous improvement initiatives.

• Look for ways in which you might inadvertently discourage others’ ideas and remain open in and to coaching

Learning from content • Article: Top Universities

https://www.topuniversities.com/blog/5-ways-improve-your-creative-thinking

• Article: Innovation Management • https://innovationmanagement.se/2012/01/30/how-to-

build-your-innovation-skills/• Article: Bridge Point Effect

https://bridgepointeffect.com/how-to-develop-innovation-skills/

• Article: Business Directory• http://www.businessdictionary.com/article/657/creativi

ty-and-innovation-in-the-workplace/• Informational Video: TEDx

https://www.youtube.com/watch?v=CdJF4L9boes• Informational Video: TEDx Course: LinkedIn Learning

https://www.linkedin.com/learning/enhancing-team-innovation/harnessing-creative-ideas?u=2104084

Imagine

local impact area impact organisation impact community impact

Shaping Strategic Direction Thinks strategically to

achieve organisational goals; sets and develops well considered strategies

Navigating ComplexityProactively and quickly

making sense of complex issues; responding

effectively to difficult and ambiguous situations

Creating and Innovating Explores concepts and

insights, generates new ideas and a range of innovative solutions

Learning Agility Learns from experiences;

applies learnings to perform successfully in new

situations

Environmental ScanningSeeks emerging trends;

identifies issues within field of expertise and University

context

8

70% 20% 10%

experience exposureeducation

Learning on the job• Set up a meeting with your team to discuss

current barriers to optimal performance

• Problem solve with others about actions that can be taken to remove barriers at an individual or team level

• Conduct a scenario planning session with your team to identify what could happen in the next six months (either positive or negative)

• Set aside time during your next team meeting to explore ideas for improvement; make this a standard practice in all team meetings

• Undertake a post implementation review for all projects to analyse lessons learnt, what worked well and what can be taken into consideration for improvement

Learning from others • Identify and involve your peers in problem

analysis and root cause analysis

• Partner identify patterns, trends, or themes

• Seek assistance from a coach who can provide guidance and feedback on techniques, tactics, and processes that you can use when leading innovation or continuous improvement initiatives

• Utilise your networks to keep informed and find out about leaders from other organisations who are dedicated to continuous improvement and innovation

• Seek coaching from an expert

Learning from content • Online course: The Importance of Learning Agility

https://www.linkedin.com/learning/search?keywords=learning%20agility&u=2104084

• Online course: Learning Agility- Understanding the phases of how we learn https://www.linkedin.com/learning/learning-agility/what-you-should-know?u=2104084

• Article: Centre for Creative Leadership https://www.researchgate.net/publication/266852352_Learning_About_Learning_Agility

• Article: Forbes, Leadership https://www.forbes.com/sites/kevincashman/2013/04/03/the-five-dimensions-of-learning-agile-leaders/#11b2fea17457

• Hoff, D and Burke, W. (2017) Learning Agility: The Key to Leader Potential

• DeBono, E. (1993). Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas

Imagine

Shaping Strategic Direction Thinks strategically to

achieve organisational goals; sets and develops well considered strategies

Navigating ComplexityProactively and quickly

making sense of complex issues; responding

effectively to difficult and ambiguous situations

Creating and Innovating Explores concepts and

insights, generates new ideas and a range of innovative solutions

Learning Agility Learns from experiences;

applies learnings to perform successfully in new

situations

Environmental ScanningSeeks emerging trends;

identifies issues within field of expertise and University

context

9

70% 20% 10%

experience exposureeducation

Learning on the job• Keep up to date with current research

methods. Discuss with your manager and incorporate one method into your work

• Take data and feedback from the evaluation of a project, policy and/or process. Analyse the data drawing out the key elements, research compatible organisations/institutes to compare and contrast your research.

• Allocate time to research a range of topics relevant to your industry or work team. Analyse and identify connections of emerging trends that are likely to impact on Deakin

• Set up a research team with your peers. Meet monthly to discuss different methods of research used to obtain relevant project data. Select one method to include into your work within the next month.

Learning from others • Seek a mentor or coach who is experienced

in compiling research reports and presentations and shadow them to learn some new techniques in the way they present their information

• Spend time with someone who has a strong analytical / research role in the University. Observe and note processes used by individual. Identify one method to incorporate into own work practice within the next month

• Ask a respected colleague whether they are able to recommend particular research resources and research methods they find most useful and effective

Learning from content • Article: Up Counsel

https://www.upcounsel.com/environmental-scanning• Article: Wise Blog

https://www.wisenepali.com/2016/01/environmental-scanning-types-importance.html

• Online Course: Slide Share LinkedIn ttps://www.slideshare.net/rexjm/environmental-scanning-monitoring-techniques

• Article: James Grunighttps://excellencetheory.wordpress.com/2013/09/27/environmental-scanning-tools-scenario-building/

• Article: Invevtium https://www.inventium.com.au/3-tips-for-improving-your-environmental-scan/

• Information Video/Explainer Video: YouTube https://www.youtube.com/watch?v=LN03WRRlHwc

• Face-to-Face Workshops: Thinking Futures https://thinkingfutures.net/new-products/training-environmental-scanning

Improve

Planning and Organising Plans, analyses and co-

ordinates the delivery of projects while balancing priorities and resources

Analysis and Problem Solving

Sources relevant information; identifies problems and offers sustainable practical

solutions

University Operations Plans, budgets, and utilises

resources to effectively achieve organisational goals

Digital Literacy Interprets and distils

information; produces clear communications through a variety of digital platforms

Continuous Improvement Proactively improves the efficiency and quality of

existing materials processes and systems

10

70% 20% 10%

experience exposureeducation

Learning on the job• Break down work into tasks and assign a

priority rating for each one• Work through your tasks based on their

importance first and then their urgency• Set time aside to plan out your week and take

the time each day to review the next day’s activities, adjusting your schedule as things change or as new information comes to light

• Identify the things in your work role that eat up your time unnecessarily. What strategies can you implement to reduce the impact of these?

• Set aside specific times during the day just to check and respond to emails and sort non-urgent emails into separate folder to respond at another stage

• Volunteer to undertake a project and actively complete key project stages including planning, execution and evaluation

Learning from others • Join a project management group or network

as part of your professional development• Share with your manager or mentor your

weekly work-schedule. Obtain ideas from their experiences on how you could better plan and organise your workload and be more productive and efficient

• Organise or participate in peer group discussions about effective planning techniques (e.g. lunch and learn sessions). This may include staff within or outside the University who you can share experiences with

• Use resources more effectively by investing the time to develop team members’ skills, so that you are more comfortable in delegating tasks and allocating work

Learning from content • Online Course: Lynda.com

https://www.lynda.com/Business-tutorials/Business-Development-Strategic-Planning/794116-2.html?srchtrk=index%3a4%0alinktypeid%3a2%0aq%3aplanning%0apage%3a1%0as%3arelevance%0asa%3atrue%0aproducttypeid%3a2

• Face to Face Workshop: Professional Development Training https://pdtraining.com.au/courses/organisational-skills-training-course

• Online Course: Trainerbubblehttps://www.trainerbubble.com/downloads/planning-organising-e-learning/

• Journal: International Journal of Technology Management https://www.inderscienceonline.com/doi/abs/10.1504/IJTM.1998.002654

Improve

Planning and Organising Plans, analyses and co-

ordinates the delivery of projects while balancing priorities and resources

Analysis and Problem Solving

Sources relevant information; identifies problems and offers sustainable practical

solutions

University Operations Plans, budgets, and utilises

resources to effectively achieve organisational goals

Digital Literacy Interprets and distils

information; produces clear communications through a variety of digital platforms

Continuous Improvement Proactively improves the efficiency and quality of

existing materials processes and systems

11

70% 20% 10%

experience exposureeducation

Learning on the job• Apply problem solving techniques to analyse work

situations, root causes, and new possibilities • Participate in a project group tasked with

developing a new or improved process in your area or participate in the development of a research project in through to output stages

• Allocate time to analyse a complex problem that you are currently facing. Try to ask questions you have not asked yourself before as part of this analysis

• Think about a time where you were not able to solve a problem. What process did you use, why was this not effective, and what could you do differently if the problem presented itself again?

• Learn about Deakin in depth. Consider how issues in your area might be interrelated to problems in other parts of the University and explore solutions that account for the whole

Learning from others • Seek the advice of a mentor, respected

colleague, or subject matter expert for ways to effectively analyse a work problem and arrive at the most suitable solution

• Consider the University’s research strength areas and align yourself to existing research programs in these areas. Attend planning meetings and contribute to developing research outputs

• There may be occasions when careful analysis and planning lead you to a solution that proves unworkable

• Be flexible enough to adapt your solution • Discuss options with your manager,

colleagues and other stakeholders who can influence a solution

Learning from content • Online Course: Lynda.com

https://www.lynda.com/Business-Skills-tutorials/Problem-Solving-Techniques/553700-2.html?srchtrk=index%3a1%0alinktypeid%3a2%0aq%3aproblem+solving%0apage%3a1%0as%3arelevance%0asa%3atrue%0aproducttypeid%3a2

• Article: Harvard Business Review https://hbr.org/ideacast/2019/07/improve-your-critical-thinking-at-work.html

• Article: Harvard Business Review https://hbr.org/tip/2019/06/improve-your-critical-thinking-skills

• Online Course: Lynda.com https://www.lynda.com/Business-tutorials/Your-risk-management-toolkit/761928/5015331-4.html

• Article: Medium.com https://medium.com/the-product-program/getting-to-effective-stakeholder-communication-d3ecd3d6eda

Improve

Planning and Organising Plans, analyses and co-

ordinates the delivery of projects while balancing priorities and resources

Analysis and Problem Solving

Sources relevant information; identifies problems and offers sustainable practical

solutions

University Operations Plans, budgets, and utilises

resources to effectively achieve organisational goals

Digital Literacy Interprets and distils

information; produces clear communications through a variety of digital platforms

Continuous Improvement Proactively improves the efficiency and quality of

existing materials processes and systems

12

70% 20% 10%

experience exposureeducation

Learning on the job• Participate in a working group or committee• Undertake a piece of work that involves

developing and managing a budget. Set a plan with parameters for monitoring expenditure against this budget and review the plan at regular intervals

• Identify key risk areas in your role that may affect the achievement of your goals, brainstorm potential risks with other team members. Consider the degree of impact and probability of each risk, then prioritise and plan how these risks can be managed or eliminated

• Brainstorm potential resourcing and operational issues that could impact the delivery of a project you are working on. Discuss these with a colleague who has an enhanced understanding of University operations. Put plans in place to manage these issues and monitor progress

Learning from others • Identify colleagues who you regard as being

particularly skilled in managing budgets and / or resources and discuss with them how they approach this aspect of their role

• Find a mentor/coach with experience in your role to assist you to review and develop long term risk strategies

• Seek the advice of a policy expert within the University when you need to make recommendations to enhance or develop new policy

Learning from content • Article: medium.com

https://medium.com/swlh/10-tips-for-contract-negotiations-ef65ec6cdcd

• Article: Harvard Business Review https://hbr.org/2011/06/negotiating-over-a-limited-res

• Article: Harvard Business Review https://hbr.org/2012/06/managing-risks-a-new-framework

• Face to Face Workshop: aim.com.au• https://www.aim.com.au/courses/workforce-

planning• Government Site: finance.gov.au

https://www.finance.gov.au/procurement/procurement-policy-and-guidance/buying/procurement-practice/process-considerations/practice.html

• Government Site: business.gov.au https://www.business.gov.au/new-to-business-essentials/series-one/keep-the-right-records

Improve

Planning and Organising Plans, analyses and co-

ordinates the delivery of projects while balancing priorities and resources

Analysis and Problem Solving

Sources relevant information; identifies problems and offers sustainable practical

solutions

University Operations Plans, budgets, and utilises

resources to effectively achieve organisational goals

Digital Literacy Interprets and distils

information; produces clear accessible communication through a variety of digital

platforms

Continuous Improvement Proactively improves the efficiency and quality of

existing materials processes and systems

13

70% 20% 10%

experience exposureeducation

Learning on the job• Practice using different forms of digital

communication. Identify a piece of information you need to communicate to others. Analyse the nature of the information and the situation by considering: who is your audience? What is the purpose of this communication and what impact are you trying to achieve? How urgent is the communication? Which form of communication will reach your audience the quickest and be most effective?

• Which form of digital communication will be most effective?

• Get familiar digital communication platforms at Deakin, identify what works well and consider how accessible you find the information to be

• Discuss needs and dreams of customers/ clients to better understand what might work best

Learning from others • Ask your manager or a colleague to observe

your digital communication. Request specific, behavioural suggestions for improvement

• Undertake some professional coaching on how to effectively communicate in different digital mediums

• Make a list of the most influential digital communicators you have come into contact with at Deakin. Try to determine what makes them stand out. Note down some of their key behaviours that you think assists them in establishing credibility and influence. Ask others who know them to comment. What behaviours are common? Summarise three key behaviours you are going to adopt to enhance your skills

Learning from content • Article: fya.org.au

https://www.fya.org.au/2017/06/29/digital-literacy-important-future-work/

• Research Report: Deakin University http://dro.deakin.edu.au/eserv/DU:30073198/hagel-towardsan-2015.pdf

• Article: Linkedin, Elizabeth Marsh https://www.linkedin.com/pulse/what-do-we-mean-when-talk-workplace-digital-literacy-elizabeth-marsh

• Research Report: Idunnhttps://www.idunn.no/dk/2006/04/defining_digital_literacy_what_do_young_people_need_to_know_about_digital

• Online Course: Open.edu https://www.open.edu/openlearn/education-development/digital-literacy-succeeding-digital-world/content-section-overview?active-tab=description-tab

Improve

area impact organisation impact community impact

Planning and Organising Plans, analyses and co-

ordinates the delivery of projects while balancing priorities and resources

Analysis and Problem Solving

Sources relevant information; identifies problems and offers sustainable practical

solutions

University Operations Plans, budgets, and utilises

resources to effectively achieve organisational goals

Digital Literacy Interprets and distils

information; produces clear communications through a variety of digital platforms

Continuous Improvement Proactively improves the efficiency and quality of

existing materials processes and systems

14

70% 20% 10%

experience exposureeducation

Learning on the job• Set aside time during your next team meeting

to explore the root causes of problems and on areas of misalignment between current systems, processes or practice and strategic intent

• Develop a clear and compelling case for the need for improvement or change, including the positives and benefits associated with initiatives to head off resistance

• Use this vision to continually repeat your message through various channels to encourage others to embrace the change

• Emphasise to others that they can be agents of excellence and improvement and think of ways to empower them to do so

• Brainstorm with your team and identify 15 to 20 things that could be done differently in your team

Learning from others • Seek assistance from a coach who can

provide guidance and feedback on techniques, tactics, and processes that you can use when leading innovation or continuous improvement initiatives

• Ask your team and/or peers for feedback on your openness to new or different ideas, solicit suggestions that could help develop your skills

• Utilise your networks to keep informed and find out about leaders from other organisations who are dedicated to continuous improvement and innovation. Consider how the methods they use could be applied to Deakin

Learning from content • Face to Face Workshop: aim.com.au

https://www.aim.com.au/courses/manage-innovation-and-continuous-improvement

• Article: mindtools.com https://www.mindtools.com/pages/article/newSTR_97.htm

• Article: linkedin.com https://www.linkedin.com/pulse/7-causes-poor-employee-performance-how-address-them-bernard-marr

• Face to Face Workshop: aim.com.au https://www.aim.com.au/courses/implementing-innovation-and-continuous-improvement

• Article: Harvard Business Review https://hbr.org/2011/08/even-though-its-what-keeps

• Article: linkedin.com https://www.linkedin.com/pulse/15-principles-continuous-improvement-jim-odom

Inspire

local impact area impact organisation impact community impact

Inspiring Results Translates strategic

priorities into operational reality; inspires outcomes

through others

Leading Change Creates needed

organisational and cultural changes; aligns with Deakin’s

strategic direction

Leading Teams Uses appropriate methods

to support, develop, motivate, and guide the

team to achieve successful outcomes

CollaborationProactively supports working

together, shares ideas and provides constructive

feedback; respects and values others

Emotional IntelligenceRecognises emotions in self and others; uses emotional cues to guide thinking and

behaviour

15

70% 20% 10%

experience exposureeducation

Learning on the job• Seek out opportunities to develop strategies

that will extend across your area and/or Deakin • Clarify performance expectations that are

driven by strategic priorities. Provide practical examples of how strategy and culture can guide decision making and actions

• Identify any challenges or obstacles related to your team’s projects and identify what actions you can take to lessen or overcome the problem before you encounter it

• Facilitate developing a plan to handle these challenging situations if they should arise

• Identify opportunities to work with senior leaders during annual planning periods when there will be opportunities to understand Deakin ’s operating environment and make strategic decisions

Learning from others • Network with people internal or external to

Deakin who have successfully devised and implemented a strategy or long-range goal, ask them questions to gain a better understanding of what was done

• Engage a senior leader as a mentor who can provide guidance and feedback on techniques that will improve your ability to energise your team in driving for results

• Look for someone who consistently demonstrates high performance and who won’t hold back from asking you tough questions about the results you’ve achieved

• Seek assistance from a coach who can provide guidance and feedback on techniques, tactics, and processes that you can use when leading innovation or continuous improvement initiatives

Learning from content • Face-to-Face workshop: Happiness Concierge

http://happinessconcierge.com/how-our-training-works

• Article: Employee motivation Skills http://www.employee-motivation-skills.com/motivation-in-the-workplace.html

• Article: The Balance Careers https://www.thebalancecareers.com/does-your-workplace-inspire-motivation-1918742

• Article: Forbes https://www.forbes.com/sites/glennllopis/2013/05/06/10-things-inspire-teams-to-optimally-perform/#1082e45c6c83

• Article: INC https://www.inc.com/jayson-demers/6-motivation-secrets-to-inspire-your-employees.html

• Face-to-Face workshop: Paramount https://www.paramountplus.com.au/training/workplace-motivation-training/#inhouse

Inspire

local impact area impact organisation impact community impact

Inspiring Results Translates strategic

priorities into operational reality; inspires outcomes

through others

Leading Change Creates needed

organisational and cultural changes; aligns with Deakin’s

strategic direction

Leading Teams Uses appropriate methods

to support, develop, motivate, and guide the

team to achieve successful outcomes

CollaborationProactively supports working

together, shares ideas and provides constructive

feedback; respects and values others

Emotional IntelligenceRecognises emotions in self and others; uses emotional cues to guide thinking and

behaviour

16

70% 20% 10%

experience exposureeducation

Learning on the job• Approach change positively and communicate

to others your enthusiasm about the new opportunities and benefits that the change may bring

• Apply established change management methodologies to effectively implement and manage change

• Familiarise yourself with the emotional responses to change (resistance to acceptance) and once you understand them, support others to move from one stage to the next

• Acknowledge that change takes time, to manage your own expectations about the speed at which new ways of doing things become established

• Start any new process with the end in mind. Ask what success will look like, clearly articulate the goals and objectives

Learning from others • Join a professional change management

network• Arrange for an expert speaker to talk about

how they successfully managed change in a similar environment and their key tips for success and common pitfalls

• Think about a time when you have not managed a change successfully. What would you do differently next time to ensure success? Discuss your answer with your manager or colleague and ask for constructive feedback on how you could improve your approach

• Enhance your understanding of change management principles and methodologies by learning from experts in the area

Learning from content • TEDx- Lisa Bodell:

https://www.youtube.com/watch?v=Qm172DbaSbc• Face-to-Face workshop: Happiness Concierge

http://happinessconcierge.com/how-our-training-works

• Talks at Google- Aaron Dignan: ttps://www.youtube.com/watch?v=uOiP4mJwqE0

• Course: IDEO U https://www.ideou.com/products/designing-for-change

• Course: Lynda https://www.linkedin.com/learning/learning-design-thinking-lead-change-in-your-organization/what-is-design-thinking?u=2104084

• Course: Lynda https://www.linkedin.com/learning/managing-organizational-change-for-managers/welcome?u=2104084

Inspire

Inspiring Results Translates strategic

priorities into operational reality; inspires outcomes

through others

Leading Change Creates needed

organisational and cultural changes; aligns with Deakin’s

strategic direction

Leading Teams Uses appropriate methods

to support, develop, motivate, and guide the

team to achieve successful outcomes

CollaborationProactively supports working

together, shares ideas and provides constructive

feedback; respects and values others

Emotional IntelligenceRecognises emotions in self and others; uses emotional cues to guide thinking and

behaviour

17

70% 20% 10%

experience exposureeducation

Learning on the job• Actively listen, ensure you are not only hearing

but reflecting your understanding of what is being said

• Communicate openly with your team about performance expectations

• Identify ways for them to track their own progress toward shared goals

• Celebrate incremental success, and address performance problems directly

• Seek to understand expectations and background by asking questions to establish perspectives and needs

• Adjust your communications to suit different team members

• Anticipate people’s objections, reservations, and feelings

• Establish team norms including meet schedules, formats and decision making processes

Learning from others • Seek to identify development opportunities

and provide coaching to peers and team members to find solutions

• Seek feedback from your staff on your effectiveness at empowering and investing in others

• Identify role models in your network you admire for their leadership and consider what they are doing and where you can adopt some of their approach

• Identify ways in which you can improve your skills in leading teams

• Seek coaching from an expert

Learning from content • TEDx:

https://www.youtube.com/watch?v=kARkOdRHaj8• TEDx:

https://www.youtube.com/watch?v=bGBamfWasNQ

• YouTube: https://www.youtube.com/watch?v=RyTQ5-SQYTo

• Face-to-Face workshop: Happiness Concierge http://happinessconcierge.com/how-our-training-works

• Article: Corporate Rebels https://corporate-rebels.com/mindset/

• Course: IDEO U https://www.ideou.com/products/from-superpowers-to-great-teams

• Face to Face Workshop: Professional Development Training ttps://pdtraining.com.au/courses/conflict-resolution-training

Inspire

Inspiring Results Translates strategic

priorities into operational reality; inspires outcomes

through others

Leading Change Creates needed

organisational and cultural changes; aligns with Deakin’s

strategic direction

Leading Teams Uses appropriate methods

to support, develop, motivate, and guide the

team to achieve successful outcomes

CollaborationProactively supports working

together, shares ideas and provides constructive

feedback; respects and values others

Emotional IntelligenceRecognises emotions in self and others; uses emotional cues to guide thinking and

behaviour

18

70% 20% 10%

experience exposureeducation

Learning on the job• Proactively seek to build relationships and

networks within your area and across the University. Look for ways to share and utilise skills and expertise between academic and professional areas

• Set up a focus group of colleagues within or outside your area to share ideas and undertake a piece of work as part of a team

• Before developing an action plan for an initiative, consider the key stakeholders you will need to support this, work jointly or consult with them to ensure they are on board with your proposal

• Partake in projects where you can work together with one or more of your colleagues to build and establish a piece of work and openly share your knowledge and experience with others within and outside this group

Learning from others • Join a cross team initiatives to increase your

opportunities for building relationships with different staff and teams across the University

• Have a conversation with someone who is known to be a strong collaborator within the University. Explore their collaboration style and obtain tips for successfully building relationships at Deakin

• Broaden your network and try to establish new relationships every semester. Foster collaboration through others by actively encouraging your colleagues to work together

• Attend conferences and take the opportunity to network and broaden your relationships

Learning from content • IDEO U:

https://www.ideou.com/products/cultivating-creative-collaboration

• Article: ProofHubhttps://www.proofhub.com/articles/how-to-improve-teamwork-and-collaboration-skills

• Face-To-Face Workshop: groupwork centre• https://groupwork.com.au/courses/team-work-

getting-along-together-training/• Face-To-Face Workshop: groupwork

centre https://groupwork.com.au/courses/conflict-to-collaboration-training/

• Article: Nut Cache https://www.nutcache.com/blog/the-importance-of-collaboration-in-the-workplace/

• Article: Smart Draw https://www.smartdraw.com/collaboration/collaboration.htm

Inspire

Inspiring Results Translates strategic

priorities into operational reality; inspires outcomes

through others

Leading Change Creates needed

organisational and cultural changes; aligns with Deakin’s

strategic direction

Leading Teams Uses appropriate methods

to support, develop, motivate, and guide the

team to achieve successful outcomes

CollaborationProactively supports working

together, shares ideas and provides constructive

feedback; respects and values others

Emotional IntelligenceRecognises emotions in self and others; uses emotional cues to guide thinking and

behaviour

19

70% 20% 10%

experience exposureeducation

Learning on the job• Reflect, set aside a time on a regular basis to

reflect on how your emotions are impacting your behaviour and performance

• Conduct a self-audit and make a regular assessment of what success means to you and how to evaluate it

• Identify your triggers, recognise patterns in your emotional responses and plan how you will manage these appropriately the next time they occur

• Actively listen, ensure you are not only hearing but reflecting your understanding of what is being said

• Evaluate how sensitive you are to the needs of others, identify behaviours to look out for in your interactions with others that reveal how someone else is feeling

Learning from others • Seek feedback from people whose opinions

you respect or from people who know you well and will be honest and direct about your strengths and weaknesses

• Seek feedback from your staff on your effectiveness at empowering and investing in others. Identify ways in which you can improve your skills in this area

• Participate in 360 degree or other feedback review/survey to build your personal awareness about your leadership capability and ways to improve

• Ask a skilled leader/communicator to mentor you in building your communication and influencing skills

• Seek coaching from an expert

Learning from content • Face to Face Workshop: ICML

https://www.icml.com.au/emotional-intelligence-course/

• Face to Face Workshop: AIM https://www.aim.com.au/courses/leading-emotional-intelligence

• Lynda: https://www.lynda.com/Leadership-Management-tutorials/Developing-Your-Emotional-Intelligence/570966-2.html?srchtrk=index%3a4%0alinktypeid%3a2%0aq%3aemotional+intelligence%0apage%3a1%0as%3arelevance%0asa%3atrue%0aproducttypeid%3a2

• Article: Business 2 community https://www.business2community.com/leadership/how-to-improve-your-emotional-intelligence-02108852

• Article: Mind Tools https://www.mindtools.com/pages/article/newCDV_59.htm

Influence

area impact organisation impact community impact

Service Culture Considers others

perspectives in making decisions and providing advice; strives to exceed

expectations

Building Networks and Partnerships

Identifies and invests in relationships essential for

growth and positive outcomes

Consulting and Advice Provides expert and valued

advice; supports achievement of outcomes

for stakeholders

Communicating with Influence

Engages and energises others through clear and

persuasive communication

Personal ResilienceMaintains composure and

focus under pressure, adapts to changing situations and

recovers from setbacks

20

70% 20% 10%

experience exposureeducation

Learning on the job• Ask your clients/customers for feedback on

the quality of service you are providing• Set aside time during your next team meeting

to explore the reputation of your team in relation to client and customer service orientation. Collectively identify the team’s strengths and development opportunities

• Create and implement a client / customer service scorecard with your key customers, take actions to improve results in any measurement areas that aren’t outstanding

• In situations where similar client / customer issues are cropping up, take steps to organise a systematic approach to analyse and resolve them. Make your team aware of the challenges and brainstorm options to resolve these. Implement action plan and monitor progress

Learning from others • Seek feedback from clients/customers on

your effectiveness at meeting their needs and their satisfaction with a product or service solution

• Observe managers whose groups provide excellent client / customer service. Discuss their approaches to structuring work processes, developing their staff, interacting with clients, etc. Identify the strategies you could use and implement with your clients/customers

Learning from content • Face to Face Workshop: pdtraining

https://pdtraining.com.au/courses/customer-service-training

• Article: forbes.com https://www.forbes.com/sites/christopherfrank/2012/11/10/building-partnerships-a-client-perspective/#16c5e1d34243

• Podcast: partner2grow.com https://partner2grow.com/podcast-successful-partnerships-simone-novello/

• Podcast: evolvedmgmt.com https://www.evolvedmgmt.com/podcast/erp044-the-power-of-customer-satisfaction

• Article: business.gov.au https://www.business.gov.au/people/customers/manage-customer-relationships

• Article: business.gov.au https://www.business.gov.au/people/customers/seek-customer-feedback

Influence

Service Culture Considers others

perspectives in making decisions and providing advice; strives to exceed

expectations

Building Networks and Partnerships

Identifies and invests in relationships essential for

growth and positive outcomes

Consulting and Advice Provides expert and valued

advice; supports achievement of outcomes

for stakeholders

Communicating with Influence

Engages and energises others through clear and

persuasive communication

Personal ResilienceMaintains composure and

focus under pressure, adapts to changing situations and

recovers from setbacks

21

Learning on the job• Consider your short- and long-term team goals

and objectives. Identify areas that could be advanced by building collaborative stakeholder relationships

• Create a stakeholder engagement plan to support the achievement of your team’s goals and objectives. List those stakeholders considered to be of high importance and high influence as well as those who are high risk. Develop strategies for developing relationships with these stakeholders

• Identify and analyse an unsuccessful or dysfunctional stakeholder partnership. Consider what the partnership objectives were, the factors that led to the challenges with this partnership’s, and how things could have been handled differently to achieve success

Learning from others • Observe a leader who interacts with

stakeholders effectively. Compare their behaviours with your own. Discuss their approaches with them and seek feedback on your approach

• Look for external partnering or networking opportunities by attending network events, professional groups and associations or by joining an industry or trade group

• Ask a particularly persuasive leader to coach you when you are preparing for an important meeting with critical stakeholders or valuable network

• Identify key individuals internal and external to Deakin with whom you should network with to help you achieve your goals

Learning from content • Podcast: WorkLife with Adam Grant

https://open.spotify.com/episode/54ZxCp8lcElTWui3qNRnLH

• Face to Face Workshop: Aim.com.au https://www.aim.com.au/courses/business-networking

• Face to Face Workshop: Institute for Communication Management and Leadership https://www.icml.com.au/networking-course/

• Article: Harvard Business Review https://hbr.org/2005/12/how-to-build-your-network

• Journal: Wiley Online Library https://onlinelibrary.wiley.com/doi/full/10.1111/j.1740-3324.2004.00497.x

• Podcast: Manager Tools https://www.manager-tools.com/2006/05/building-a-network#

• Online Course: Udemyhttps://www.udemy.com/course/how-to-build-your-professional-network/

70% 20% 10%

experience exposureeducation

Influence

Service Culture Considers others

perspectives in making decisions and providing advice; strives to exceed

expectations

Building Networks and Partnerships

Identifies and invests in relationships essential for

growth and positive outcomes

Consulting and Advice Provides expert and valued

advice; supports achievement of outcomes

for stakeholders

Communicating with Influence

Engages and energises others through clear and

persuasive communication

Personal ResilienceMaintains composure and

focus under pressure, adapts to changing situations and

recovers from setbacks

22

70% 20% 10%

experience exposureeducation

Learning on the job• Talk to your client/customers about their long-

term aspirations and context. Think about how you could bring in other people or resources to provide value-added insights and solutions. Discuss with your colleagues possible solutions, ask them what they have done in similar situations

• Analyse industry trends and competitor practices to determine how you can provide value to your customers that exceeds your competitors activities

• Think about a recent interaction with a client/ customer where the customer was delighted with the quality of your advice. What did you do well? What resources did you use? What could you do even better next time?

Learning from others • Find a mentor with whom you can discuss

your progress in developing long-term and effective partnerships based on trust with customers. Look for someone who has a wide range of skills, knows a lot about the organisation and has a wide range of contacts

• Seek feedback from others on your ability to consider the broader purpose and long-term context of the customer. Ask them to rate how effective they think you are (on a scale from 1 to 5). What aspects are you particularly good at demonstrating? What are some key gaps?

Learning from content • Article: talentlms.com

https://www.talentlms.com/blog/how-align-training-goals-with-business-objectives/

• Online Course: acs.edu.au https://www.acs.edu.au/courses/professional-practice-for-consultants-361.aspx

• Journal: World Academy of Science, Engineering and Technology (International Journal of Economics and Management Engineering) https://waset.org/publications/12004/evaluating-customer-satisfaction-as-an-aspect-of-quality-management

• Article: Harvard Business Review https://hbr.org/1982/09/consulting-is-more-than-giving-advice

• Article: Harvard Business Review https://hbr.org/2011/07/implementing-a-stakeholder-str

• Face-to-face Workshop: aim.com.au

Influence

Service Culture Considers others

perspectives in making decisions and providing advice; strives to exceed

expectations

Building Networks and Partnerships

Identifies and invests in relationships essential for

growth and positive outcomes

Consulting and Advice Provides expert and valued

advice; supports achievement of outcomes

for stakeholders

Communicating with Influence

Engages and energises others through clear and

persuasive communication

Personal ResilienceMaintains composure and

focus under pressure, adapts to changing situations and

recovers from setbacks

23

70% 20% 10%

experience exposureeducation

Learning on the job• Identify an initiative that will positively impact

on your team and Deakin ’s performance. Evaluate such things as strategic repositioning and leverage, resource utilisation, cost/benefit impact etc. Examine the pros and cons from the perspective of relevant stakeholders.

• Clarify performance expectations that are driven by Deakin’s strategic priorities and values. Provide practical examples of how strategy and culture should guide decision making and actions

• Develop a clear and compelling case for the need for improvement or change, including the positives and benefits associated with initiatives to head off resistance

Learning from others • Ask a skilled leader/communicator to

mentor you in building your communication and influencing skills

• Seek feedback from your staff on your effectiveness at empowering and investing in others. Identify ways in which you can improve your skills in this area

• Shadow someone who has well-developed specialist/technical expertise in your area. Observe their behaviour and list out the tings that you learned. Model learned behaviours

• Seek coaching from an expert.

Learning from content • Face to Face Workshop: Institute for Communication

Management and Leadership https://www.icml.com.au/influencing-skills-course/

• Face to Face Workshop: aim.com.au https://www.aim.com.au/credentials/influential-leader

• Article: forbes.com https://www.forbes.com/sites/brentgleeson/2016/07/06/leadership-and-the-7-is-for-influencing-others/#5c0ea5d631a7

• Article: Harvard Business Review https://hbr.org/2013/07/influence-and-leadership

• Article: forbes.com https://www.forbes.com/sites/forbescoachescouncil/2018/04/25/how-to-influence-others-in-the-workplace-regardless-of-your-position/#5afb91b874cd

• Podcast: ProBlogger.com https://problogger.com/podcast/how-to-build-authority/

Influence

local impact area impact organisation impact community impact

Service Culture Considers others

perspectives in making decisions and providing advice; strives to exceed

expectations

Building Networks and Partnerships

Identifies and invests in relationships essential for

growth and positive outcomes

Consulting and Advice Provides expert and valued

advice; supports achievement of outcomes

for stakeholders

Communicating with Influence

Engages and energises others through clear and

persuasive communication

Personal ResilienceMaintains composure and

focus under pressure, adapts to changing situations and

recovers from setbacks

24

70% 20% 10%

experience exposureeducation

Learning on the job• Set up a meeting with your team to discuss

current barriers to optimal performance. Problem solve with them about actions that can be taken to remove those barriers at an individual or team level

• Manage stress, monitor your stress levels and keep it under control through relaxation, exercise and mindfulness

• Conduct a scenario planning session with your team. Lead your team through the process of identifying what could happen in the next six months (either positive or negative) that could take them off their track, regarding planned actions. Facilitate developing a plan to handle these challenging situations if they should arise

Learning from others • Connect in with a peer who is successful at

delivering outcomes by addressing complex issues. Explain your team’s strategy and action plan and ask for specific feedback to help you resolve any issues

• Seek coaching from an expert

Learning from content • Face to Face Workshop: Institute for Communication

Management and Leadership https://www.icml.com.au/resilience-course/

• Podcast: Tim Ferriss, Julie Rice https://tim.blog/2019/05/30/julie-rice/

• Podcast: Tim Ferriss, Seth Godin https://tim.blog/2018/11/01/seth-godin-this-is-marketing/

• Online Course: Lynda https://www.lynda.com/Leadership-Management-tutorials/Building-Resilience/170777-2.html

• Online Course: Lynda https://www.lynda.com/Business-tutorials/Building-Resilience-Leader/5010646-2.html

• Journal: Wiley Online Library, Debra Jackson, Angela Firtko, Michel Edenboroughhttps://onlinelibrary.wiley.com/doi/full/10.1111/j.1365-2648.2007.04412.x