Holding to account

What it is not:

• Setting unclear targets
• Tolerating mediocrity
• Making erratic and changeable demands
• Giving unbalanced feedback (too much praise or too little)
• Making excuses for poor or variable performance
• Reluctance to change

Essential

Setting clear expectations:

• Do I take personal responsibility for my own performance?
• Do I specify and prioritise what is expected of individuals and the team?
• Do I make tasks meaningful and link them to organisational goals?
• Do I make sure individual and team goals are SMART*?
• *SMART stands for Specific, Measurable, Achievable, Relevant, Timed

Proficient

Managing and supporting performance:

• Do I challenge ways of thinking and encourage people to use data to support their business planning and decision making?
• Do I set clear standards for behaviour as well as for achieving tasks?
• Do I give balanced feedback and support to improve performance?
• Do I act quickly to manage poor performance?

Strong

Challenging for continuous improvement:

• Do I constantly look out for opportunities to celebrate and reward high standards?
• Do I actively link feedback to the overall vision for success?
• Do I notice and challenge mediocrity, encouraging people to stop drifting and stretch themselves for the best results they can attain?

Exemplary

Creating a mindset for innovative change:

• Do I encourage a climate of high expectations in which everyone looks for ways for service delivery to be even better?
• Do I share stories and symbols of success that create pride in achievement?
• Do I champion a mindset of high ambition for individuals, the team and the organisation?