The framework sets out four areas of capabilities with a set of descriptors of the expected behaviour. These capabilities should form the basis of recruitment, skill assessment and leadership development. They are designed to work alongside the relevant professional development.
The focus of this framework is on those in leadership or management positions. This is not intended to imply that other staff are not of equal importance to the success of East Sussex County Council and many of the capabilities make it clear that leadership must include the motivation, support and development of all staff.
The capabilities are designed to be used against all levels of management. Some descriptors may be of more relevance according to the type of leadership that the role requires. The context within which the leader or manager works will shape the challenge in meeting the capabilities.
For example, the challenge for a front line leader in maintaining resilience might be in relation to the pressure of supporting staff working directly with service users. For an operational manager, their context might mean that resilience is required in relation to the pressure of maintaining service levels within reduced resources and in partnership with others. For a strategic leader the need for resilience might be in relation to developing new ways of working and models of service delivery and providing a positive vision and role model for staff in the context of on-going change.
When working with the capabilities, the areas of required focus for improved performance and development should be agreed in discussion with the individual and their manager.
The capabilities are designed to build up according to the operating context of an individual’s role and at any one time we would expect to find people with a range of capabilities at different levels. This is in recognition of the fact that modern career paths are more frequently a lattice rather than a ladder.
Examples of developmental activity are given to guide people in the sort of ways they can develop their capabilities; through their experiences at work and working with others as well as engaging in structured learning programmes.
Many professional development routes will include similar capabilities as a supplement to more technical competencies. Non-technical capabilities become more critical as people move into leadership roles and increasingly are expected of everyone in the modern workplace.
We are committed to growing our leaders of the future – whatever that future may be. This is part of the Strategic Workforce Planning process which is the over-arching mechanism for identifying our future workforce requirements and the ways to meet them. This process is intended to take place in all departments as part of our business planning process and will support recruitment, career and team planning and staff development activity.
Use the leadership capabilies in your management processes.