Combining insight and evidence-based approaches to help make confident and effective decisions.
Developing Leader
- I monitor what is happening in Robertson and use this knowledge to support decision-making.
- I consult with my People Leader when making decisions and ensure I share information about progress and
impact. - I analyse and evaluate information and make reasonable decisions to achieve a positive outcome for Robertson.
- I ensure I can clearly explain the rationale behind decisions.
Accomplished Leader
- I consult with others to ensure the decisions I make support our organisational purpose and principles.
- I make quick and confident decisions that support progress towards achieving objectives.
- I chair meetings and discussions effectively, create action plans and ensure follow up.
- I recognise my own authority for decision-making and demonstrate accountability.
Inspiring Leader
- I adjust to new information without constantly changing direction.
- I drive a culture that encourages everyone to be accountable for the decisions they make.
- I consider the perspectives of key partners and stakeholders when making decisions that may impact them.
- I build support for my decisions by openly sharing information and intended outcomes with others.
Development Indicators
› I overlook key information when making decisions.
› I fail to ensure sensitive information is treated with care, in accordance with Robertson policy.
› I miss opportunities and deadlines by delaying decisions.
› I push decisions upwards rather than taking responsibility.
