The British Council

Behavioural Competency Dictionary

Version: August 2006

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Contents

Introduction and explanation of behavioural competencies Behavioural competencies Examples of models Corporate values

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1! Introduction and explanation of behavioural competencies

Introduction
The purpose of the British Council is to build mutuall beneficial relationships bet!een people in the "# and other countries and to increase appreciation of the "#$s ideas and achie%ements& The !or' of e%er British Council member of staff contributes in some !a to the achie%ement of this purpose and it is therefore important that !e all ha%e a clear understanding of !hat our role is and !hat is e(pected of us& The starting point for this is our )ob description& In dra!ing up )ob descriptions* ou should choose onl the most important and rele%ant competencies* normall not more than 6 or +: specif ing more ma'es for unnecessaril complicated recruitment* gi%en that !e are re,uired to assess and record e%er candidate$s performance against each& And !e should all resist the temptation to specif le%els of competence higher than those essential to carr out the duties of a post& This dictionar is intended for use throughout the Council& Beha%ioural competencies form part of the -rganisational .'ills /rofile& The other t!o parts are generic s'ills and )ob families& The profile is used throughout the British Council and forms the basis for recruitment* performance management and personal de%elopment& In section t!o* !e describe the 10 beha%ioural competencies& In section three* !e present some e(amples of possible combinations of beha%iours for particular posts& 1or further information on /erformance 2anagement and /rofessional 3e%elopment go to: -http:44bcnet&britishcouncil&org:50004hr4pmpd4inde(&htm&

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Introduction and explanation of behavioural competencies "cont#d$

There are 10 beha%ioural competencies listed in alphabetical order in .ection 2 of this document& 6ach competenc is set out across the page& The broad la out of the page is sho!n belo!:
Competency title

A competency definition: this defines in more detail what the competency is about and what involves it

Why the competency is important to the Council British Competency levels: these show the increasing increasingls ofor complexity at which the sophistication competency can be demonstrated

Warning signs and positive indicators: these give examples of positive and negative behaviours.

Behavioural I ndicators: these provide detail on specific behaviours for the competency at each level, providing examples of how the competency can be seen in practice

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2! The Behavioural Competencies

1& 2& 0& 7& 8& 6& +& Achie%ement Anal tical Thin'ing Customer .er%ice -rientation 6ntrepreneurship 1le(ibilit 9olding /eople Accountable Intercultural Competence 5& ;& 10& 11& 12& 10& :eading and 3e%eloping -thers /rofessional Confidence <elationship Building for Influence .elf A!areness Team =or'ing =or'ing .trategicall

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%chievement
Definition Achie%ement is about ha%ing the sustained energ and determination in the face of obstacles to set and meet challenging targets* in compliance !ith ,ualit * time and di%ersit standards* and deli%ering the re,uired business results& (evel 1 =ants to do a good )ob and does not gi%e up Clarifies !hat is e(pected& Is positi%e and enthusiastic about the )ob& 3oes not gi%e up at the first obstacle& <espects the rights of others !hilst achie%ing one$s o!n goals& (evel 2 =or's to goals and manages obstacles "nderstands and !or's to!ards goals set b others& 2easures progress against targets& .ee's to understand reasons for obstacles and to find !a s to o%ercome& Ac'no!ledges the !or' and contribution of others& &arnin* si*ns+ .tops and gi%es up at the first obstacle& .ee's e(cuses rather than solutions or !a s for!ard& Ta'es @no$ for an ans!er !ithout probing further& 6(aggerates one$s o!n input or claims another$s !or' or idea as one$s o!n& 1ails to ac'no!ledge the contributions of others& :oses sight of ho! a tas' fits into !ider ob)ecti%es& 1ails to meet deadlines or 'eep !ithin budget !ithout proper reason& 9as to be chased for completion of )ob& &hy is it important' This is important for the Council in getting the results !e need to achie%e our .trategic -b)ecti%es& This beha%iour sho!s the necessar determination and tenacit to complete high ,ualit !or' as !ell as raising performance le%els o%er the short* medium and long term& It in%ol%es o%ercoming obstacles caused b conflicting priorities* lac' of resources or difficult or demanding situations in the internal or e(ternal en%ironment& (evel 3 (evel ) (evel 3ri%es for impro%ement despite .ets and meets challenging Assesses and ta'es ris's fre,uent obstacles goals > see's long term to ma'e significant gains impro%ement Is determined despite fre,uent obstacles& Tac'les difficult problems and ta'es personal responsibilit for reaching solutions& .ee's !a s to impro%e o%erall performance le%els to gi%e higher le%els of satisfaction to target groups& Achie%es significant progress in the long term* !ider performance of the Council& .ets out to be the best ? has o!n measures of e(cellence and !or's to these& 2a'es decisions through !eighing up the costbenefit and ris' implications& Acts entrepreneuriall to ma'e performance gains&

,ositive indicators+

Agrees achie%able goals at the start of each pro)ect& .tri%es to!ards targets& <efuses to settle for second best& #eeps a @to do$ list* and specifies due dates& 2onitors tas's for accomplishment* ,ualit and timeliness& As's for feedbac'&

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%nalytical Thin-in*
Definition Anal tical Thin'ing is about bringing disciplined anal sis to data and situations* to see cause and effect and to use this to ma'e effecti%e decisions& (evel 1 Brea's do!n issues Brea's do!n an issue into its component parts AA* B* CB& :ists items* tas's or acti%ities !ithout setting priorities& (evel 2 .ees 'e issues :oo's at data and identifies 'e issues& Identifies causes and effects* b using @if A C then B$ thin'ing* and uses this to prioritise issues& &hy is it Important' This is important in enabling us to prioritise and ta'e important decisions based on an assessment of the impact and implications of the li'el outcomes& (evel 3 Tests all angles :oo's ob)ecti%el at e%er side of an idea or situation to ensure that all outcomes are thoroughl assessed before deciding on the appropriate course of action& Anal ses comple( situations b loo'ing at multiple causes and effects& (evel ) 3oes comple( anal ses "nderta'es comple( anal sis and traces performance implications through comple( data* or in dealing !ith comple( situations& Applies anal tical tools or techni,ues to anal se a range of data&

&arnin* si*ns+

,ositive indicators+

Ta'es action !ithout thin'ing of the full range of outcomes& Is o%er!helmed b a problemD fails to brea' this do!n into manageable parts& -%er-anal ses e%er situation and gets bogged do!n in the detail& 1ails to assess the positi%e and negati%e aspects of a proposed course of action before going ahead& .a s es to an acti%it !ithout assessing !hether it is the highest priorit at that time&

=hen faced !ith a problem* gathers as much information as necessar about it before identif ing root causes and possible solutions& Bounces ideas off others to understand ho! the might tac'le a problem& Brea's do!n large pieces of !or' into smaller* simplified and more manageable parts&

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Customer .ervice /rientation

Definition Customer .er%ice -rientation is the !illingness and abilit to gi%e priorit to customers* deli%ering high ,ualit ser%ices !hich meet their needs& &hy is it Important' In this conte(t the @customer$ refers both to internal customers Ai&e& other Council 3epartmentsB and e(ternal customers Ai&e& target groups in man countries around the !orldB& This beha%iour is about full understanding customer needs in order to de%elop and deli%er appropriate ser%ices& (evel 3 Addresses underl ing needs Ta'es time to ,uestion and understand the real* underl ing needs of customers* be ond those initiall e(pressed& 6stablishes s stems to collect customer feedbac'& 1ocuses resource !ithout bias on priorit areas and4or 'e customer groups& (evel ) .er%es long term interests Al!a s !or's closel !ith customers* de%eloping an independent %ie! of their needs and acting in their long-term interest& 2o%es customer thin'ing for!ard* helping them understand issues be ond their da -to-da !or'&

(evel 1 (evel 2 3eli%ers a ser%ice Adds %alue #eeps customers up to date and Thin's about the customer !hen informed& Acts promptl to ensure underta'ing da -to-da !or'& customer problems are resol%ed& Euestions Fho! are this adding 2a'es him- or herself a%ailable to %alue for the customerGH 2a'es the customer& Interacts !ell !ith all decisions !ith the customer in mind& customers& "nderstands that each Ta'es pride in deli%ering a high customer is different& 3eli%ers !hat ,ualit product or ser%ice& is e(pected* not !hat the thin' the In%estigates ser%ice deli%er and customer !ants or needs& pro%ides solutions to problems& &arnin* si*ns+

,ositive indicators+

3oes not treat all customers !ith respect& 1ails to deli%er& 1ails to recognise or establish different customers$ needs and deli%ers !hat he or she Arather than the customerB thin's appropriate& Assumes one t pe of ser%ice is %aluable for all customers& #eeps customer feedbac' to him- or her and does not share learning& Tal's dismissi%el about customers& Is infle(ible about o!n s stem and !a of doing things& Treats all customers in the same !a &

<esponds to customer re,uests promptl & Treats all customers !ith respect& 3oes not ma'e assumptions about customer needs* but as's lots of
,uestions to clarif them&

Ta'es the initiati%e in de%eloping policies to meet customer needs& Tries to see things from customers$ points of %ie! - finds out about the
pressures of their !orld so as to relate to their concerns&

<e,uests feedbac' from customers to ensure satisfaction* and shares

the results&

#no!s !hen* and ho!* politel to decline an inappropriate customer

re,uest&

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Entrepreneurship
Definition This is about the abilit to formulate ne! ideas or to adapt or use e(isting ideas in a ne! or une(pected !a to sol%e problems* and to thin' ahead to spot or create opportunities and ma(imise them& &hy is it Important' It is important for the Council to deli%er products and ser%ices that are creati%e* inno%ati%e and culturall appropriate& =ithin the organisation* this beha%iour is about ma'ing changes that increase the effecti%eness of our !or'& 6(ternall * it is about increasing our sphere of influence and impact& It is important to understand that e%er one can ma'e a difference& (evel 3 (evel ) Anticipates the future* and de%elops ne! Creates opportunities > acts for the long term products > ser%ices Able to spot opportunities and problems in the .ees and acts on long-term Abe ond 12 monthsB medium-term A0 to12 monthsB* and de%elops opportunities and problems& 1ormulates completel ne! approaches* products and ser%ices based ne! and @off the !all$ ideas and concepts* !hich on these& "nderstands the business case for create a potential opportunit * and uses inno%ati%e di%ersit and e,ual opportunities& "ses net!or's approaches to allo! them to be realised& These to see' fresh ideas& 6ncourages different ma address underl ing needs that ha%e not et agencies to pool resources and e(pertise& been identified b customers& ,ositive indicators+

(evel 1 Impro%es and acts no! Addresses current opportunities and problems b impro%ing and adapting e(isting approaches&

(evel 2 Adapts e(isting approach and acts > loo's ahead Identifies and e(ploits opportunities in the short-term& Applies o!n 'no!ledge and e(pertise to de%eloping ne! approaches to e(ploiting these& &arnin* si*ns+

"ses !ell pro%en or familiar approaches !ithout adapting or impro%ing& 2a'es minor adaptations to e(isting s stems or processes !hen more radical change is needed& 1ails to act upon ne! trends present !ithin the mar'etplace& Is internall focused& -%erloo's problems and opportunities* !hich ma affect the business is surprised continuousl b up and coming e%ents& Al!a s puts off until tomorro! !hat could be done toda & Is unable to step bac' from current issues to identif opportunities and threats& 3oes not consider race* culture* religion or language issues& potential

.ets aside thin'ing time to come up !ith more creati%e ideas for getting
things done& Is !illing to be different&

Is prepared to consider ma)or changes to processes and procedures if

reasoned anal sis sho!s benefits to be greater than costs&

<esponds to ne! ideas b discussing !h the might !or' instead of

telling others !h the !on$t !or'&

As's colleagues to identif 'e factors that hinder performance*

alternati%e !a s to achie%e results and use these to plan impro%ements&

Acts to ta'e ad%antage of ne! technologies and ideas :oo's to other areas and companies for good ideas& "ses brainstorming techni,ues to come up !ith solutions to problems&
3oesn$t )ust do the same as before&

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0lexibility
Definition 1le(ibilit is the abilit to adapt to and !or' !ith a %ariet of situations* indi%iduals and groups& It is about being able to thin' on our feet* and not being disconcerted or stopped b the une(pected& &hy is it Important' This beha%iour is necessar to respond to different and changing demands and !or' across a range of acti%ities no! and in the future& 1le(ibilit in interpreting rules* procedures and polic is re,uired to deli%er focused ser%ices tailored to local needs& 3emonstrating this beha%iour must al!a s be in line !ith the Council$s %alues& (evel 3 Adapts tactics4 approach Identifies a pragmatic approach in order to get the )ob done ,uic'l and effecti%el & "ses an a!areness of the bigger picture along !ith common sense to interpret and implement polic & Is comfortable !ith ambiguit & (evel ) 2a'es organisational change Changes the o%erall plan* goal or pro)ect to fit the situation& Creates and supports fle(ibilit b introducing procedures !hich ensure ,uic' turnaround and encourage fle(ibilit in others&

(evel 1 Accepts need for fle(ibilit 3emonstrates !illingness to change ideas or perceptions based on ne! information or contrar e%idence& Is open to ne! ideas and listens to other people$s points of %ie!&

(evel 2 Applies procedures fle(ibl Applies rules or procedures fle(ibl * depending on the indi%idual situation* to accomplish tas's or acti%ities more effecti%el & <esponds effecti%el to changing circumstances& <emains focused !hen faced !ith competing demands& 2a'es reasonable ad)ustments to ensure ma(imum effecti%eness and moti%ation of self and others& &arnin* si*ns+

,ositive indicators+

.tic's rigidl to procedures e%en !hen inappropriate& Is not open to ne! ideas or !a s of doing things& Is slo! to adapt to feedbac'& 1ails to reassess priorities in the light of change& <esists change !ithout full consideration of !hat is proposed& 3ispla s onl superficial recognition of the need for fle(ibilit in managing indi%iduals !ith di%erse s'ills* bac'grounds and needs&

Is open to the benefits of change* embraces appropriate ne! ideas& Considers alternati%e approaches according to needs of situations or
host cultures&

=eighs up costs and benefits impartiall & Is !illing to in%estigate options in depth* e%en !hen the are the ideas
of others&

Thin's laterall and creati%el to resol%e problems& Is not inappropriatel rigid about procedures and polic &

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1oldin* ,eople %ccountable

Definition 9olding /eople Accountable in%ol%es the abilit to be totall clear !ith others about !hat has to be achie%ed* to !hat standard* b !hen* !ithin !hat budget* and then ma'e clear their accountabilit for deli%er & (evel 1 /ro%ides 3irection Ii%es clear instructions and lets people 'no! !hat is e(pected of them& Accepts accountabilit for o!n actions and performance .ets limits for others$ beha%iour& 3oes not bull or harass and does not tolerate inappropriate beha%iour in others& (evel 2 3emands 9igh .tandards 3emands high performance or results from others b setting e(ample& 2onitors performance against clear standards or deadlines* pro%iding appropriate feedbac' !hen re,uired& 9elps indi%iduals to start again !hen setbac's occur& &arnin* si*ns+ &hy is it Important' This is important for the Council as it !ill ensure that performance of indi%iduals or teams supports or contributes to the achie%ement of our .trategic -b)ecti%es& An important part of this beha%iour is monitoring performance against agreed ob)ecti%es and measures* and dealing promptl and effecti%el !ith poor performance& (evel 3 (evel ) 9olds /eople Accountable for Addresses :onger Term Issues /erformance 9olds people accountable for their actions and performance& Challenges indi%iduals openl and constructi%el about performance problems* adapting a firm but fair stance& Allo!s others to ta'e credit !hen deser%ed& Addresses longer term performance problems* remo%ing poor performers from positions !hen necessar & Clearl states conse,uences* e&g& @if ou don$t achie%e this goal* this is !hat !ill happen$ /ro%ides guidance and support as !ell as challenge and constructi%e criticism& ,ositive indicators+

Is reluctant to address poor performance& 1ails to ma'e clear the limits of acceptable beha%iour& 3oes not ensure di%ersit standards are adhered to b all& 1ails to communicate performance standards& Addresses poor performance in public& .houts at staff -ften fails to monitor and enforce deadlines& Tolerates bull ing* harassment or racial4se(ual )o'es& -perates predominantl on a Fdo as I sa J management st le&

Brings the team together regularl to discuss !a s of !or'ing together

more effecti%el &

As's team members to describe !hat the thin' current standards are&
"ses the opportunit to correct an misunderstanding&

In meetings !ith indi%iduals* outlines responsibilities and standards

clearl

6ncourages indi%iduals to monitor their o!n progress against goals& 3oesn$t !ait to tal' to people about performance problems or
achie%ements: tal's to them as soon as possible* !ithout causing embarrassment& Confronts people directl and openl * but discreetl * o%er poor performance&

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Inter2cultural competence
Definition Inter-cultural competence is the abilit to demonstrate respect for* interest in and understanding of a range of attitudes* beliefs and traditions and ho! these affect and contribute to the !or' of the British Council and achie%ement of its purpose and strateg & It describes the abilit to contribute to the cultural dialogue needed to de%elop mutuall beneficial relationships& All British Council staff needs inter-cultural competence to engage creati%el and effecti%el !ith customers* clients and colleagues in that dialogue& This competenc dra!s on ,ualities of openness* cultural a!areness* cultural understanding and emotional intelligence and ho! these are rele%ant to British Council %alues& (o3er levels -pen to ne! ideas and !a s of understandingD demonstrates curiosit and see's to be !ell informed about people !ho ha%e different %alues* beliefs* opinions and customsD recepti%e to the positi%e contribution others can ma'eD obser%es ho! others interact and uses this 'no!ledge to deepen understanding of different cultures* en%ironments and perspecti%esD builds trust and communicates respect for othersD is able to deli%er messages clearl to ensure shared understandingD moti%ated to learn and use other languages !here the !or' conte(t presents the opportunit to do so Ta'es the initiati%e in approaching and meeting ne! people and acti%el demonstrates an interest in their different e(periences and bac'groundsD see's out* recognises and uses creati%el !hat different people ha%e to offerD uses accurate obser%ation and understanding of local cultural conte(ts to impro%e o%erall performanceD recognises !hen the ha%e made a social @mista'e$ and ta'es steps to a%oid long term negati%e impactD communicates clearl * demonstrating the abilit to minimise misunderstandings or miscommunicationD ma'es use of opportunities to impro%e s'ills in other languages &hy is it Important' -ur customers* clients and contacts see our staff as representati%es of the organisation as !ell as the "# in general& The ,ualit of the relationships !e de%elop !ith e(ternal contacts and !ith colleagues has a direct impact on perceptions of the effecti%eness of our !or'& This competenc highlights the @cornerstone$: @!e listen to and %alue different ideas and opinions$ and is a starting point for the de%elopment of a number of related attitudes and beha%iours described in the competenc dictionar & Inter-cultural competence is rele%ant to all staff !hether the !or' o%erseas or in the "# and applies e,uall to those !ho are @globall mobile$ as to those !ho are not& 1i*her (evels 3ra!s and accumulates lessons from different cultures* e(periences and challenges to de%elop self'no!ledge and insightD demonstrates the abilit to tac'le the unfamiliar or unforeseen creati%el and producti%el to achie%e business ob)ecti%esD uses other languages in business4!or' conte(tsD adapts easil to different cultural settingsD !illing to e(plore critical differences in perspecti%e to ensure mutuall beneficial resultsD integrates people of different bac'grounds into teams in order to achie%e business ob)ecti%es .trategic decision ma'ing reflects a broad understanding of cultural issues and perspecti%esD demonstrates the abilit to use ideas and concepts from other cultures creati%el and in a !a that demonstrates understanding and empath D is ,uic' to learn about ne! cultures* using past e(periences to @read$ situations and people accuratel D recognises and diffuses potential negati%e impact arising from cultural conflict4misunderstandingsD highl effecti%e in de%eloping international contacts for business de%elopment

&arnin* si*ns+

,ositive indicators+

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"nrecepti%e and slo! to adaptD has difficult recognising different cultural norms and beha%iours 9as lo! le%els of curiosit * openness and interest in the possibilit of learning from others 2a'es false assumptions and e%aluations of people and situations !hich cause offence and set up barriers to building trust Con%e s a lac' of sensiti%it D ma'es mista'en assumptions about the le%el of common understandingD is percei%ed as ma'ing irrational and inappropriate demands

<ecepti%e to ne! ideas and differencesD demonstrates interest in and understanding of o!n and other cultures -bser%es personal impact in interactions !ith colleagues and e(ternal contacts and adapts beha%iour appropriatel 6ffecti%e in reducing or re%ersing negati%e impact <ecognised as an effecti%e communicator in a range of situations "ses e(perience to impro%e self-a!areness and increase o!n cultural 'no!ledge 3emonstrates critical self-reflection and )udgement

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(eadin* and Developin* /thers

Definition This is about leading* encouraging* inspiring and supporting others to de%elop confidence and capabilit to help them realise their full potential& (evel 1 Ii%es direction and instruction .ets clear direction and gi%es step-b step guidance& :ets people 'no! e(actl !hat is e(pected of them& Builds others$ confidence* ma'ing them feel better e,uipped to do their )obs& Allo!s their %oices to be heard in decision ma'ing& .ee's feedbac' from others to challenge o!n assumptions about an indi%idual$s performance or de%elopment need& &hy is it Important' :eaders ha%e a critical role in securing the long-term future of the Council and its abilit to achie%e our .trategic -b)ecti%es& To do this* leaders are responsible for ensuring that indi%iduals and teams understand !hat is re,uired of them and !h * for pro%iding or arranging appropriate support and coaching* and delegating full so that indi%iduals are empo!ered to ta'e on more responsibilit & (evel 2 (evel 3 (evel ) .upports team de%elopment Is a role model for effecti%e Iains commitment > inspires others to leadership achie%e Ii%es others opportunities to practise .ets a strong e(ample Communicates and gains team commitment ne! s'ills and capabilities* and through o!n beha%iour& to a %ision of !hat is to be achie%ed& pro%ides or arranges coaching& =or's Ii%es timel and specific 3elegates full and creates opportunities to pro%ide supporti%e en%ironment b feedbac' on !hat has been !hich help others to de%elop their potential& securing necessar resources and done !ell and !here there is Identifies ine,ualities of opportunit !ithin remo%ing bloc's to effecti%e !or'ing& room for impro%ement& 9elps the !or'place and ta'es steps to address 6ncourages !or'-life balance indi%iduals thin' through them& Inspires and empo!ers others to amongst team to maintain health issues for themsel%es& o%ercome difficulties and achie%e goals& !or'force and promote long term 6ncourages and acts upon Kurtures strong team identit and pride& effecti%eness& feedbac' to self& ,ositive indicators+

&arnin* si*ns+ 3elegates to indi%iduals !ithout pro%iding necessar support or resource& 1ails to support others or lets others ta'e the blame !hen things go !rong& Al!a s assumes indi%iduals ha%e 'no!ledge and s'ills to do the )ob& 6(pects certain beha%iours but does not set personal e(ample& 1ails to gi%e e,ual support or de%elopment opportunities to all members of the team& 3oes not capitalise on di%erse s'ills and ideas offered b the team& Accepts !ithout ,uestion the reputation of an indi%idual and denies de%elopment opportunities because the person is considered @high ris'$&

2a'es time for the team - e&g& ma'es him4 her %isible and a%ailable& 3elegates routine elements of more comple( tas's and encourages
others to do the same* confirms !hen others ha%e understood and learnt from delegated tas's& Treats each team member e,uitabl * and acts as a facilitator !hen team members e(perience conflict& B being non defensi%e and gi%ing feedbac'* creates a climate !here e%er one feels the can ta'e ris's* ma'e mista'es and learn from them and are !illing to support each other& 9elps team members to come up !ith their o!n ans!ers rather than sol%ing problems for them 1inds !a s and time to coach others&

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,rofessional Confidence
Definition /rofessional confidence is a )ustified belief in one$s abilit to do the )ob* pro%iding an opinion or ad%ice !hen necessar and being prepared to ta'e a decisi%e course of action& &hy is it Important' This beha%iour is particularl important in those )obs !here indi%iduals are placed in challenging situations or circumstances and !here their opinion or ad%ice ma be ,uestioned& It enables indi%iduals to stand their ground and to !or' independentl !ithout constantl referring to others for ad%ice& Indi%iduals !ho demonstrate this beha%iour are prepared to ta'e on ne! or different challenges in their role& It is important to understand that this beha%iour is about ha%ing confidence in one$s 'no!ledge and abilit * not about ha%ing a confident personalit & (evel 3 /resents confidentl .tates confidence in his4her o!n abilit and is prepared to stand b difficult or unpopular decisions& :oo's for and gets ne! responsibilities& /raises the !or' of others& 3oes not ad%ance o!n career b tarnishing the reputation of others& (evel ) /repared to challenge and ta'e ris's .pea's out for a course of action e%en !hen others disagree& Ta'es significant personal or professional ris's to accomplish important goals& Challenges others !ith respect&

(evel 1 Confident in o!n role /resents him- or her in a confident manner and !or's !ithout needing direct super%ision& .a s @no$ in the face of unreasonable demands&

(evel 2 Acts independentl /ro%ides an opinion from his or her o!n area of e(pertise& 2a'es decisions !ithout deferring unnecessaril to others* and is decisi%e !hen the situation demands it& 9as the confidence to admit !hen the do not 'no! a fact or cannot commit to an immediate %ie! !ithout more research&

&arnin* si*ns+

,ositive indicators+

Appears arrogant& .tic's to familiar ground all the time& Is hesitant !ith others and pre%aricates in decision-ma'ing& Constantl ,uestions or doubts his4her abilit & 3oes not %olunteer for ne! challenges or assignments& 3oes not admit to ignorance of a fact& 2a'es up information to mas' unpreparedness& A%oids un!elcome and4or unfamiliar tas's&

Addresses problems as the arise and doesn$t put them off& Considers the ideas and opinions of others but accepts responsibilit for
the final decision !ithout e(cuse& <epresents unpopular causes* e%en !hen this is difficult* if s4he belie%es the cause %alid& .ee's ne! responsibilities& Considers ne! approaches* and ta'es a lead in persuading others that her4his idea is %alid&

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4elationship Buildin* for Influence

Definition <elationship Building for Influence is about de%eloping and managing relationships !ith and through others to persuade* con%ince and4or gain support in order to impro%e business deli%er and achie%e impact for the Council& &hy is it Important' The success of the Council largel depends on the positi%e impact !e achie%e through !or'ing !ith clients* customers and sta'eholders in the "# and o%erseas& /ositi%e perceptions of our effecti%eness as an organisation reflect the abilit to deli%er business ob)ecti%es through the de%elopment of effecti%e relationships !ith others at strategic and operational le%els& "nderstanding of the %alue of proacti%e management of mutuall beneficial relationships is an essential competenc for the ma)orit of British Council staff& (evel 3 (evel ) 2aintains net!or's > plans impact 6(tends net!or's >uses indirect influence Ta'es the lead role in managing partners* associates and institutional relationships to deli%er operational impact& Acti%el de%elops net!or's of internal and e(ternal contacts to e(tend influence* support the achie%ement of business ob)ecti%es and manage reputational ris' in business deli%er & /romotes a team approach to relationship management and influencing& .hares intelligence appropriatel * demonstrating political )udgement through interactions !ith colleagues and partners& /lans an approach to ha%e a specific impact* including ta'ing bold* creati%e or unusual actions to ma'e a point or get through to others& 2a'es personal commitments in order to build trust and credibilit & Is accountable for influencing sta'eholders and managing @high %alue$ relationships at a strategic le%el* identif ing shared goals and monitoring deli%er against those goals& 2anages reputational ris' !ith 'e e(ternal sta'eholders through the corporate business ris' frame!or'& "ses political )udgement and engagement at a strategic le%el to identif and build relationships !ith partners and sta'eholders to support long term business de%elopment& Acti%el @lobbies$ and !ins support behind the scenes& Assembles and sustains coalitions to get support and influence others& "ses appropriate influencing techni,ues that are sensiti%e to cultural and political needs and issues&

(evel 1 /ersuades "nderstands the purpose and %alue of mutuall beneficial relationships and the importance of effecti%e influencing in deli%ering business impact& Ac'no!ledges the different perspecti%es of sta'eholders* partners and colleagues& "ses facts* data and rational arguments to influence and impro%e business deli%er & Builds on common interests& Identifies 'e influencers and decision ma'ers& "ses acti%e listening s'ills to demonstrate interest and curiosit in !hat is being said&

(evel 2 Builds rapport > ta'es se%eral steps to persuade 3emonstrates a!areness of the strategic importance of effecti%e relationship management in increasing influence4reputation* impro%ing business deli%er and in managing ris'& "ses a planned approach and 'no!ledge sharing tools to build positi%e* reciprocal relationships& Ta'es a number of steps to persuade& Tailors an approach to appeal to the needs of a particular audience& <ecognises the impact of the cultural dimension in managing relationships&

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&arnin* si*ns+

,ositive indicators+

<elies on status to influence others& Continues to !or' !ith the same contacts !ithout e(tending the net!or' Builds one-sided* @opportunistic$ relationships that do not to promote mutual benefit in a partnership& 3oes not consider the strategic business conte(t and4or business ris' in the approach to net!or' de%elopment* partnership !or'ing and4or relationship management& 9as difficult identif ing and influencing 'e indi%iduals or functions !ithin a go%ernment department* partner organisation or !ithin the Council itself& "ses the same approach to influence each time* regardless of culture or status& 3oes not share intelligence on relationship management and4or contribute to !ider organisational effort to manage relationships effecti%el &

:earns to ma'e first impressions countD establishes rapport In preparing for meetings or presentations* anticipates problems and criticisms
that others might raise so as to be read to address them 2anages e(pectations& :oo's for opportunities to introduce team members personall to significant outside contacts Acustomers* other colleagues* etc&B& "nderstands the conditions for effecti%e partnership !or'ing: shared goal settingD 'no!ledge sharing4net!or'ingD influencing and reputation management& Identifies operational and4or strategic ris's relating to relationships and ta'es appropriate and effecti%e action "ses contacts and processes to de%elop corporate intelligence in the management of relationships

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.elf2a3areness
Definition .elf-a!areness is an understanding of our o!n emotions and @triggers$ and ho! the impact on our o!n beha%iour and4or the beha%iour of others& It is also about understanding our o!n strengths and limitations& (evel 1 #no!s o!n limitations #no!s and ac'no!ledges strengths* limitations and preferences& -pen about ho! the are feeling at certain times and in particular situations& <ecognises ho! one$s %alue base has been shaped b one$s ideas* belief s stems and opinions& <ecognises !hen one$s o!n %alue s stems are offended and ho! this raises assumptions and biases& (evel 2 <ecognises emotions <ecognises the situations that arouse strong emotions and personal bias or preference* but resists temptation to act on them immediatel & Accepts feedbac' from others !ithout being defensi%e& &hy is it Important' "nderstanding oneself enables indi%iduals better to understand and relate to others& This beha%iour is therefore important as it underpins and enables a number of the other beha%iours* including :eading and 3e%eloping -thers and <elationship Building for Influence& (evel 3 "nderstands impact on others "nderstands ho! feelings and emotions ma impact on performance and controls emotions to minimise negati%e impact& 2aintains a sense of humour and sta s calm* e%en in tr ing moments& (evel ) 2anages emotions "ses coping mechanisms to deal !ith difficult or emotional situations o%er time& .ets up support structures to manage stress le%els on a proacti%e basis& "nderstands need to be strong and positi%e in the face of ad%ersit but also recognises areas of one$s o!n !ea'nesses and !hen to see' guidance and support&

&arnin* si*ns+

,ositive indicators+

Ta'es anger or stress out on nearest person ?loses temper& Closes do!n or is defensi%e !hen recei%ing feedbac'& 3oes not ,uestion o!n feelings about a sub)ect or a person& <emains isolated through stressful periods& Volunteers for assignments for !hich he or she is not best suited& Ii%e importance to o!n feelings* but not to those of others&

.ee's feedbac' and considers it carefull & =or's !ith others to bring strengths to pro)ects that s4he ma lac'& :oo's for appropriate opportunities to impro%e her4his areas of
!ea'ness&

2anages emotions so as to minimise negati%e impact on others& Considers her4his approach at meetings or in pro)ects to suit needs of
others* rather than o!n preferences&

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Team 3or-in*
Definition Team !or'ing is about !or'ing co-operati%el * across cultures and organisational boundaries to achie%e shared goals& &hy is it Important' The British Council !or's across departments* organisations and cultures& =ithin the Council* staff must !or' co-operati%el together sharing best practice* brea'ing do!n departmental barriers* and communicating full on ne! initiati%es and priorities& The same applies to !or'ing !ith the "# constituenc & -%erseas* the abilit to build on inter-cultural understanding to create d namic local partnerships ensures that the Council reall understands and meets the needs of its target audiences& (evel 3 Builds the team /roacti%el shares information and learning !ith colleagues& Addresses conflicts or issues !ithin the team in a positi%e and open manner& /ro%ides clear feedbac' to team members& "ses understanding of different interests and agendas to achie%e positi%e outcomes& "ses emotional intelligence to understand team d namics and to harmonise and s nergise energies of the team& (evel ) Creates team !or'ing Creates ne! opportunities for indi%iduals to !or' together* brea'ing do!n barriers that ma get in the !a of effecti%e team !or'ing& Challenges others to do the same& Is a model of cooperati%e beha%iour& Commits time and resources to team-based pro)ects&

(evel 1 =or's co-operati%el =illingl co-operates& Is not afraid to see' ad%ice from others& /uts in e(tra effort !hen needed to help others& <ecognises that the !a s of getting things done in different departments* organisations and communities are not the same&

(evel 2 In%ol%es others Acti%el includes indi%iduals from di%erse bac'grounds in team acti%ities& Capitalises on di%erse s'ills and ideas& .pends time helping others thin' through issues& .pea's positi%el of others& Ta'es the time to learn about and understand other organisations and cultures&

&arnin* si*ns+

,ositive indicators+

.ees him or her as better than others and fails to respect their contribution& #eeps important information to him- or herself or !ithin the immediate department& Assumes all cultures or communities are the same& Co-operates selecti%el in accordance !ith his or her o!n personal interests& Tal's patronisingl to or about other departments or indi%iduals&

Agrees !ith the team critical success factors for the team as a !hole* and
brainstorms !a s in !hich these can be measured& 3e%elops the habit of chec'ing !hat others are thin'ing b as'ing @Am I being clearG$ @:et me chec' !hat ou are thin'ing at this stage$& Treats the concerns of other departments as important& Co-operates to meet team goals e%en at e(pense of personal preferences& <ecognises the need for fle(ibilit and sensiti%it in dealing !ith cross-cultural issues&

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&or-in* .trate*ically
Definition &hy is it Important' This concerns a !illingness to align priorities* planning and action to the This beha%iour is important to understand the comple( cultural and political Council$s .trategic -b)ecti%es& It is also about identif ing patterns or en%ironment in !hich the Council !or's& It is about being able to focus on connections bet!een comple( and ambiguous situations that are not !hat is important and to ensure that there is consistenc and clarit in the ob%iousl related and using these to come to conclusions about 'e issues message or image the Council presents Aas defined b our .trateg B across that affect Council priorities& a range of countries and cultures& (evel 1 (evel 2 (evel 3 (evel ) "nderstands current :in's current action to strateg 1ocuses on the longer term /romotes a longer term strateg situation > fits in "nderstands the !a "nderstands lin' bet!een o!n Constantl re%ie!s o!n and departmental <ealigns the department or operation things are done !ithin the !or' and the Council$s .trategic ob)ecti%es to ensure the support the Council$s to meet long-term ob)ecti%es better* Council and !or's to -b)ecti%es& Balances local needs long-term .trategic -b)ecti%es* and ma'es e%en if this means ta'ing unpopular or agreed standards& Can !ith the longer-term and !ider changes or challenges if the do not& 2a'es difficult decisions in the short-term& identif similarities needs of the Council& "ses o!n comple( ideas* issues and situations clear and 6(periments and rein%ents thin'ing bet!een a current and a 'no!ledge or e(perience of past understandable* and can relate these to the using intuition as !ell as comple( past situation& situations* and adapt and appl this !ider conte(t of the Council& Builds di%ersit anal sis to create a ne! concept or to current issues& issues into strategic planning& approach not ob%ious to others& &arnin* si*ns+ ,ositive indicators+

/ursues his or her o!n personal or departmental interests e%en !hen not in line !ith British Council ob)ecti%es and %alues& <eacts to re,uests or priorities !ithout thin'ing about the longer term& 3emonstrates a narro!* departmental focus& .ho!s no interest in learning about the British Council$s strateg or !or' outside his or her o!n area& 2anages da to da but does not thin' about the future& 2isses ob%ious connections&

.upports organisational ob)ecti%es e%en !hen disad%antageous in o!n department or sphere& .ho!s commitment to the long-term goals of the Council& 6(plains the strategic benefits of decisions to team members or colleagues& =or's to!ards planned career goals and personal ambitions& "ses brainstorming techni,ues !ith others to identif opportunities and sol%e problems&

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3! 5odel 6obs
The models on the ne(t fe! pages pro%ide e(amples of possible competenc sets for particular posts&

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Competency 5odel 1+ Desi*n 5ana*er

Customer .er%ice -rientation /rofessional .elf-confidence .elf-a!areness

Achie%ement Anal tical Thin'ing 1le(ibilit

Desi*n 5ana*er

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Competency 5odel 2+ ,ersonnel 4ecords 5ana*er

Customer .er%ice -rientation 1le(ibilit /rofessional .elf-confidence .elf-a!areness :eading > 3e%eloping -thers Team !or'ing

,ersonnel 4ecords 5ana*er

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Competency 5odel 3+ Teacher

Customer .er%ice -rientation 1le(ibilit 6nterpreneurship

.elf-a!areness Team !or'ing

Teacher

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Competency 5odel )+ Country .ervices 7roup ,ro*ramme /fficer

Anal tical Thin'ing 1le(ibilit Team !or'ing :eading and 3e%eloping -thers Customer .er%ice -rientation /rofessional Confidence

Country .ervices 7roup ,ro*ramme /fficer

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Competency 5odel + Country Director

2anaging /eople
9olding /eople Accountable :eading > 3e%eloping -thers

Ludgement > 3ri%e

Achie%ement Anal tical Thin'ing 6ntrepreneurial =or'ing .trategicall

Building 3 namic Cultural <elationships

<elationship Building for Influence

.elf-A!areness Team !or'ing

Country Director

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Corporate values
Those of us !ho !or' for the British Council are committed to !or'ing for international understanding and !e share the belief that cultural relations is the !a in !hich international understanding happens& As an organisation our identit is based on fi%e %alues:

Creativity
=e feel empo!ered to ma'e decisions about the !a !e !or' =e ta'e personal ris's and learn from our e(perience =e respond fle(ibl to ne! challenges and opportunities =e are able to e(press our feelings =e share 'no!ledge

Inte*rity
=e build trust -ur procedures are open and transparent =e !or' for the greater good of the organisation =e confront and discuss difficult issues openl

5utuality
=e %alue di%ersit and difference =e build relationships and partnerships based on mutual benefit =e are a!are of our impact on others =e are read to learn from others

,rofessionalism
=e deli%er on our promises to internal and e(ternal customers and clients =e compl !ith corporate and client re,uirements =e account for our actions

8aluin* people
=e respect the people !e !or' !ith: colleagues* customers and partners =e listen to and %alue ideas and opinions of others =e gi%e and listen to constructi%e feedbac' =e !or' together as a team

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