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People leader profile

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People leader profile

Our people leaders are critical to delivering on government priorities and results, and the development of strong, resilient teams and individuals. They will continue to be given opportunities to develop their management skills and other required competencies, with the support of their agency.

Required competencies

The State Services Leadership Success Profile (LSP) specifies the competencies needed by our leaders to deliver results in today’s challenging and complex environment. The competencies we’re looking for in people leaders fit with these.

  •     Deliver results through self
  •     Deliver results through people
  •     Deliver results through vision
  •     Deliver results through execution


Leadership Success Profile competencies People leader competencies
  • Challenge important issues constructively, and stand by own or organisation’s position when challenged
  • Provide impartial and forthright advice
  • Conduct interactions diplomatically and with integrity
  • Are genuine and authentic
  • Keep confidences
  • Aware of own strengths and development needs
  • Seek feedback and respond with positive personal change
  • Demonstrate persistence and ongoing commitment to achieve goals
  • Demonstrate resilience and stay committed to work responsibilities following disappointment, rejections or setbacks
Build strategic partnerships
  • Build positive working relationships with key stakeholders across the system with a focus on achieving common goals
  • Provide information people need to know to do their jobs effectively
Ignite passion, pace and positivity
  • Drive culture change to meet the organisation’s changing environment
  • Reinforce organisational culture through role modelling appropriate behaviours
Design and develop people capacity and capability
  • Identify and develop key talent to support performance
  • Value specialist and general expertise and capitalise on the expert knowledge and skills of others
  • Display appropriate knowledge and understanding of cultural groups and their values
Imagine an inspirational future; make it happen
  • Provide direction to others regarding the purpose and importance of their work
  • Illustrate the relationship between operational tasks and organisation goals
  • Set tasks that align with strategic objectives and communicate expected outcomes
Create opportunities through foresight and insight
  • Recognise links between interconnected issues
  • Understand the work environment and initiate and develop team goals, strategies and work plans
  • Identify broader factors, trends and influences that may impact on the team’s work objectives
  • Consider the ramifications of issues and longer-term impact of own work and work area
Collaborate to build and share a common purpose and direction
  • Build and sustain relationships with a network of key people internally and externally
  • Proactively nurture mutually beneficial relationships
  • Anticipate and are responsive to internal and external stakeholder needs
Innovate and integrate
  • Thrive when working with complexity
  • Synthesise disparate ideas to make meaningful connections and generate fresh approaches
  • Plan and prioritise to support innovation and improvement
Plan and prioritise
  • Review team work performance and identify opportunities for improvement
  • Make effective use of individual and team capabilities
  • Are responsive to changes in requirements
Ensure operational excellence
  • Identify learning opportunities for others and empower them by delegating tasks
  • Agree clear performance standards and give timely praise and recognition
  • Deliver constructive, objective feedback in a manner than gains acceptance and achieves resolution
  • Deal with under-performance promptly.

Key resources and tools


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