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The British Council

Behavioural Competency Dictionary

External Version: 19 August 2004

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Contents

1. Introduction and explanation of


behavioural competencies 3

2. Behavioural Competencies 5

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1. Introduction and explanation of
behavioural competencies

Introduction
The purpose of the British Council is to build mutually beneficial relationships between people in the UK and other
countries and to increase appreciation of the UK’s ideas and achievements.

Everything we do must contribute to one or more of the following outcomes:

• Improved perception of the UK in other countries


• Greater mutual understanding between the UK and other countries
• Stronger ties between the UK and other countries

The work of every British Council member of staff contributes in some way to the achievement of these outcomes, and it is
therefore important that we all have a clear understanding of what our role is and what is expected of us.

To do this we use Job Descriptions which describe the aims and objectives of jobs and the behavioural competencies and
job specific skills required to do a specific job. At the British Council we use a standard set of 13 behavioural
competencies which are described in further detail in this dictionary. Each has either 4 or 5 levels of competence They are
listed in alphabetical order in Section 2 of this document and displayed across the page in following format:

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Competency title

A competency definition: this defines in more


detail what the competency is about and what Why the competency is important to the
iinvolves Bii h
Council

Competency levels: these show the increasing


i i l for complexity at which the
sophistication
competency can be demonstrated
Warning signs and positive
indicators: these give examples of Behavioural Indicators: these provide detail on
positive and negative behaviours.
specific behaviours for the competency at each
level, providing examples of how the competency
can be seen in practice

The British Council’s recruitment policy requires candidates applying for jobs to provide evidence against the behavioural
competencies required for the job advertised. This dictionary provides guidance on the meaning of each of the
competencies and their levels of complexity.

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2. The Behavioural Competencies

1. Achievement 8. Leading and Developing Others


2. Analytical Thinking 9. Professional Confidence
3. Customer Service Orientation 10. Relationship Building for
4. Entrepreneurship Influence
5. Flexibility 11. Self Awareness
6. Holding People Accountable 12. Team Working
7. Intercultural Competence 13. Working Strategically

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Achievement
DEFINITION WHY IS IT IMPORTANT?
Achievement is about having the sustained energy and determination in This is important for the Council in getting the results we need to achieve our
the face of obstacles to set and meet challenging targets, in compliance Strategic Objectives. This behaviour shows the necessary determination and
with quality, time and diversity standards, and delivering the required tenacity to complete high quality work as well as raising performance levels
business results. over the short, medium and long term. It involves overcoming obstacles caused
by conflicting priorities, lack of resources or difficult or demanding situations in
the internal or external environment.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4 LEVEL 5
WANTS TO DO A GOOD WORKS TO GOALS AND DRIVES FOR IMPROVEMENT DESPITE SETS AND MEETS ASSESSES AND TAKES
JOB AND DOES NOT GIVE MANAGES OBSTACLES FREQUENT OBSTACLES CHALLENGING GOALS & RISKS TO MAKE
UP SEEKS LONG TERM SIGNIFICANT GAINS
IMPROVEMENT
Clarifies what is Understands and works Is determined despite frequent Achieves significant progress Makes decisions through
expected. Is positive towards goals set by others. obstacles. Tackles difficult in the long term, wider weighing up the cost-
and enthusiastic about Measures progress against problems and takes personal performance of the Council. benefit and risk
the job. Does not give targets. Seeks to understand responsibility for reaching Sets out to be the best – has implications. Acts
up at the first obstacle. reasons for obstacles and to solutions. Seeks ways to improve own measures of excellence entrepreneurially to
Respects the rights of find ways to overcome. overall performance levels to give and works to these. make performance
others whilst achieving Acknowledges the work and higher levels of satisfaction to gains.
one’s own goals. contribution of others. target groups.

WARNING SIGNS: POSITIVE INDICATORS:


„ Stops and gives up at the first obstacle. „ Agrees achievable goals at the start of each project.
„ Seeks excuses rather than solutions or ways forward. „ Strives towards targets.
„ Takes ‘no’ for an answer without probing further. „ Refuses to settle for second best.
„ Exaggerates one’s own input or claims another’s work or idea as „ Keeps a ‘to do’ list, and specifies due dates.
one’s own. Fails to acknowledge the contributions of others. „ Monitors tasks for accomplishment, quality and timeliness.
„ Loses sight of how a task fits into wider objectives. „ Asks for feedback.
„ Fails to meet deadlines or keep within budget without proper reason.
„ Has to be chased for completion of job.

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Analytical Thinking

DEFINITION WHY IS IT IMPORTANT?

Analytical Thinking is about bringing disciplined analysis to data and This is important in enabling us to prioritise and take important decisions based
situations, to see cause and effect and to use this to make effective on an assessment of the impact and implications of the likely outcomes.
decisions.

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4


BREAKS DOWN ISSUES SEES KEY ISSUES TESTS ALL ANGLES DOES COMPLEX ANALYSES

Breaks down an issue into its Looks at data and identifies key Looks objectively at every side of an idea Undertakes complex analysis and
component parts (A, B, C). Lists issues. Identifies causes and or situation to ensure that all outcomes traces performance implications
items, tasks or activities without effects, by using ‘if A … then B’ are thoroughly assessed before deciding through complex data, or in dealing
setting priorities. thinking, and uses this to prioritise on the appropriate course of action. with complex situations. Applies
issues. Analyses complex situations by looking analytical tools or techniques to
at multiple causes and effects. analyse a range of data.

WARNING SIGNS: POSITIVE INDICATORS:

„ Takes action without thinking of the full range of outcomes. „ When faced with a problem, gathers as much information as necessary
about it before identifying root causes and possible solutions.
„ Is overwhelmed by a problem; fails to break this down into
manageable parts. „ Bounces ideas off others to understand how they might tackle a problem.
„ Over-analyses every situation and gets bogged down in the detail. „ Breaks down large pieces of work into smaller, simplified and more
manageable parts.
„ Fails to assess the positive and negative aspects of a proposed
course of action before going ahead.
„ Says yes to an activity without assessing whether it is the highest
priority at that time.

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Customer Service Orientation
DEFINITION WHY IS IT IMPORTANT?
Customer Service Orientation is the willingness and ability to give priority to In this context the ‘customer’ refers both to internal customers (i.e. other
customers, delivering high quality services which meet their needs. Council Departments) and external customers (i.e. target groups in many
countries around the world). This behaviour is about fully understanding
customer needs in order to develop and deliver appropriate services.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
DELIVERS A SERVICE ADDS VALUE ADDRESSES UNDERLYING NEEDS SERVES LONG TERM INTERESTS
Keeps customers up to date and Thinks about the customer when Takes time to question and Always works closely with
informed. Acts promptly to ensure undertaking day-to-day work. understand the real, underlying customers, developing an
customer problems are resolved. Questions ‘how is this adding value needs of customers, beyond those independent view of their needs and
Makes him- or herself available to for the customer?’ Makes decisions initially expressed. Establishes acting in their long-term interest.
the customer. Interacts well with all with the customer in mind. Takes systems to collect customer Moves customer thinking forward,
customers. Understands that each pride in delivering a high quality feedback. Focuses resource without helping them understand issues
customer is different. Delivers what product or service. Investigates bias on priority areas and/or key beyond their day-to-day work.
is expected, not what they think the service delivery and provides customer groups.
customer wants or needs. solutions to problems.
WARNING SIGNS: POSITIVE INDICATORS:
„ Does not treat all customers with respect. „ Responds to customer requests promptly.
„ Fails to deliver. „ Treats all customers with respect.
„ Fails to recognise or establish different customers’ needs and delivers „ Does not make assumptions about customer needs, but asks lots of
what he or she (rather than the customer) thinks appropriate. questions to clarify them.
„ Assumes one type of service is valuable for all customers. „ Takes the initiative in developing policies to meet customer needs.
„ Keeps customer feedback to him- or herself and does not share „ Tries to see things from customers’ points of view - finds out about the
learning. pressures of their world so as to relate to their concerns.
„ Talks dismissively about customers. „ Requests feedback from customers to ensure satisfaction, and shares
„ Is inflexible about own system and way of doing things. the results.
„ Treats all customers in the same way. „ Knows when, and how, politely to decline an inappropriate customer
request.

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Entrepreneurship
DEFINITION WHY IS IT IMPORTANT?
This is about the ability to formulate new ideas or to adapt or use existing It is important for the Council to deliver products and services that are
ideas in a new or unexpected way to solve problems, and to think ahead to creative, innovative and culturally appropriate. Within the organisation, this
spot or create opportunities and maximise them. behaviour is about making changes that increase the effectiveness of our
work. Externally, it is about increasing our sphere of influence and impact. It
is important to understand that everyone can make a difference.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
IMPROVES AND ACTS ADAPTS EXISTING ANTICIPATES THE FUTURE, AND DEVELOPS NEW CREATES OPPORTUNITIES & ACTS FOR THE LONG
NOW APPROACH, AND ACTS & PRODUCTS & SERVICES TERM
LOOKS AHEAD
Addresses current Identifies and exploits Able to spot opportunities and problems in the Sees and acts on long-term (beyond 12 months)
opportunities and opportunities in the medium-term (3 to12 months), and develops opportunities and problems. Formulates completely
problems by short-term. Applies own new approaches, products and services based new and ‘off the wall’ ideas and concepts, which
improving and knowledge and expertise on these. Understands the business case for create a potential opportunity, and uses innovative
adapting existing to developing new diversity and equal opportunities. Uses networks approaches to allow them to be realised. These
approaches. approaches to exploiting to seek fresh ideas. Encourages different may address underlying needs that have not yet
these. agencies to pool resources and expertise. been identified by customers.

WARNING SIGNS: POSITIVE INDICATORS:


„ Uses well proven or familiar approaches without adapting or improving. „ Sets aside thinking time to come up with more creative ideas for getting
„ Makes minor adaptations to existing systems or processes when more things done. Is willing to be different.
radical change is needed. „ Is prepared to consider major changes to processes and procedures if
„ Fails to act upon new trends present within the marketplace. reasoned analysis shows benefits to be greater than costs.
„ Is internally focused. „ Responds to new ideas by discussing why they might work instead of
„ Overlooks problems and opportunities, which may affect the business telling others why they won’t work.
is surprised continuously by up and coming events. „ Asks colleagues to identify key factors that hinder performance,
„ Always puts off until tomorrow what could be done today. alternative ways to achieve results and use these to plan improvements.
„ Is unable to step back from current issues to identify potential „ Acts to take advantage of new technologies and ideas
opportunities and threats. „ Looks to other areas and companies for good ideas.
„ Does not consider race, culture, religion or language issues. „ Uses brainstorming techniques to come up with solutions to problems.
Doesn’t just do the same as before.

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Flexibility

DEFINITION WHY IS IT IMPORTANT?

Flexibility is the ability to adapt to and work with a variety of situations, This behaviour is necessary to respond to different and changing demands
individuals and groups. It is about being able to think on your feet, and not and work across a range of activities now and in the future. Flexibility in
being disconcerted or stopped by the unexpected. interpreting rules, procedures and policy is required to deliver focused
services tailored to local needs. Demonstrating this behaviour must always
be in line with the Council’s values.

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4


ACCEPTS NEED FOR APPLIES PROCEDURES FLEXIBLY ADAPTS TACTICS/APPROACH MAKES ORGANISATIONAL CHANGE
FLEXIBILITY

Demonstrates willingness Applies rules or procedures flexibly, depending Identifies a pragmatic approach in Changes the overall plan, goal or
to change ideas or on the individual situation, to accomplish tasks order to get the job done quickly and project to fit the situation.
perceptions based on new or activities more effectively. Responds effectively. Uses an awareness of the Creates and supports flexibility by
information or contrary effectively to changing circumstances. Remains bigger picture along with common introducing procedures which
evidence. Is open to new focused when faced with competing demands. sense to interpret and implement ensure quick turnaround and
ideas and listens to other Makes reasonable adjustments to ensure policy. Is comfortable with ambiguity. encourage flexibility in others.
people’s points of view. maximum effectiveness and motivation of self
and others.

WARNING SIGNS: POSITIVE INDICATORS:


„ Sticks rigidly to procedures even when inappropriate. „ Is open to the benefits of change, embraces appropriate new ideas.
„ Is not open to new ideas or ways of doing things. „ Considers alternative approaches according to needs of situations or
„ Is slow to adapt to feedback. host cultures.
„ Fails to reassess priorities in the light of change. „ Weighs up costs and benefits impartially.
„ Resists change without full consideration of what is proposed. „ Is willing to investigate options in depth, even when they are the ideas
„ Displays only superficial recognition of the need for flexibility in managing of others.
individuals with diverse skills, backgrounds and needs. „ Thinks laterally and creatively to resolve problems.
„ Is not inappropriately rigid about procedures and policy.

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Holding People Accountable
DEFINITION WHY IS IT IMPORTANT?

Holding People Accountable involves the ability to be totally clear with This is important for the Council as it will ensure that performance of
others about what has to be achieved, to what standard, by when, within individuals or teams supports or contributes to the achievement of our
what budget, and then make clear their accountability for delivery. Strategic Objectives. An important part of this behaviour is monitoring
performance against agreed objectives and measures, and dealing promptly
and effectively with poor performance.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
PROVIDES DIRECTION DEMANDS HIGH STANDARDS HOLDS PEOPLE ACCOUNTABLE FOR ADDRESSES LONGER TERM ISSUES
PERFORMANCE
Gives clear instructions and lets people Demands high performance or Holds people accountable for their Addresses longer term performance
know what is expected of them. results from others by setting actions and performance. problems, removing poor performers
Accepts accountability for own actions example. Monitors performance Challenges individuals openly and from positions when necessary.
and performance Sets limits for others’ against clear standards or constructively about performance Clearly states consequences, e.g. ‘if
behaviour. Does not bully or harass deadlines, providing appropriate problems, adapting a firm but fair you don’t achieve this goal, this is
and does not tolerate inappropriate feedback when required. Helps stance. Allows others to take credit what will happen’ Provides guidance
behaviour in others. individuals to start again when when deserved. and support as well as challenge
setbacks occur. and constructive criticism.
WARNING SIGNS: POSITIVE INDICATORS:
„ Is reluctant to address poor performance. „ Brings the team together regularly to discuss ways of working together
„ Fails to make clear the limits of acceptable behaviour. more effectively.
„ Does not ensure diversity standards are adhered to by all. „ Asks team members to describe what they think current standards are.
Uses the opportunity to correct any misunderstanding.
„ Fails to communicate performance standards. „ In meetings with individuals, outlines responsibilities and standards
„ Addresses poor performance in public. clearly
„ Shouts at staff „ Encourages individuals to monitor their own progress against goals.
„ Often fails to monitor and enforce deadlines. „ Doesn’t wait to talk to people about performance problems or
„ Tolerates bullying, harassment or racial/sexual jokes. achievements: talks to them as soon as possible, without causing
embarrassment.
„ Operates predominantly on a “do as I say” management style.
„ Confronts people directly and openly, but discreetly, over poor
performance.

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Inter-cultural competence
DEFINITION WHY IS IT IMPORTANT?

Inter-cultural competence is the ability to demonstrate respect for, interest in Our customers, clients and contacts see our staff as representatives of
and understanding of a range of attitudes, beliefs and traditions and how these the organisation as well as the UK in general. The quality of the
affect and contribute to the work of the British Council and achievement of its relationships we develop with external contacts and with colleagues has a
purpose and strategy. It describes the ability to contribute to the cultural direct impact on perceptions of the effectiveness of our work. This
dialogue needed to develop mutually beneficial relationships. All British competency highlights the ‘cornerstone’: ‘we listen to and value different
Council staff need inter-cultural competence to engage creatively and ideas and opinions’ and is a starting point for the development of a
effectively with customers, clients and colleagues in that dialogue. This number of related attitudes and behaviours described in the competency
competency draws on qualities of openness, cultural awareness, cultural dictionary. Inter-cultural competence is relevant to all staff whether they
understanding and emotional intelligence and how these are relevant to British work overseas or in the UK and applies equally to those who are ‘globally
Council values. mobile’ as to those who are not.

LOWER LEVELS HIGHER LEVELS

Open to new ideas and ways of Takes the initiative in approaching and Draws and accumulates lessons Strategic decision making reflects a
understanding; demonstrates meeting new people and actively from different cultures, broad understanding of cultural issues
curiosity and seeks to be well demonstrates an interest in their different experiences and challenges to and perspectives; demonstrates the
informed about people who have experiences and backgrounds; seeks out, develop self-knowledge and ability to use ideas and concepts from
different values, beliefs, opinions recognises and uses creatively what insight; demonstrates the ability other cultures creatively and in a way
and customs; receptive to the different people have to offer; uses to tackle the unfamiliar or that demonstrates understanding and
positive contribution others can accurate observation and understanding unforeseen creatively and empathy; is quick to learn about new
make; observes how others of local cultural contexts to improve productively to achieve business cultures, using past experiences to
interact and uses this knowledge to overall performance; recognises when objectives; uses other ‘read’ situations and people
deepen understanding of different they have made a social ‘mistake’ and languages in business/work accurately; recognises and diffuses
cultures, environments and takes steps to avoid long term negative contexts; adapts easily to potential negative impact arising from
perspectives; builds trust and impact; communicates clearly, different cultural settings; willing cultural conflict/misunderstandings;
communicates respect for others; demonstrating the ability to minimise to explore critical differences in highly effective in developing
is able to deliver messages clearly misunderstandings or miscommunication; perspective to ensure mutually international contacts for business
to ensure shared understanding; makes use of opportunities to improve beneficial results; integrates development
motivated to learn and use other skills in other languages people of different backgrounds
languages where the work context into teams in order to achieve
presents the opportunity to do so business objectives

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WARNING SIGNS: POSITIVE INDICATORS:

„ Unreceptive and slow to adapt; has difficulty recognising different „ Receptive to new ideas and differences; demonstrates interest in
cultural norms and behaviours and understanding of own and other cultures
„ Has low levels of curiosity, openness and interest in the possibility of „ Observes personal impact in interactions with colleagues and
learning from others external contacts and adapts behaviour appropriately
„ Makes false assumptions and evaluations of people and situations „ Effective in reducing or reversing negative impact
which cause offence and set up barriers to building trust
„ Recognised as an effective communicator in a range of situations
„ Conveys a lack of sensitivity; makes mistaken assumptions about the
„ Uses experience to improve self-awareness and increase own
level of common understanding; is perceived as making irrational and
cultural knowledge
inappropriate demands
„ Demonstrates critical self-reflection and judgement

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Leading and Developing Others
DEFINITION WHY IS IT IMPORTANT?
This is about leading, encouraging, Leaders have a critical role in securing the long-term future of the Council and its ability to achieve our Strategic
inspiring and supporting others to Objectives. To do this, leaders are responsible for ensuring that individuals and teams understand what is required of
develop confidence and capability to them and why, for providing or arranging appropriate support and coaching, and delegating fully so that individuals
help them realise their full potential. are empowered to take on more responsibility.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
GIVES DIRECTION AND INSTRUCTION SUPPORTS TEAM DEVELOPMENT IS A ROLE MODEL FOR GAINS COMMITMENT & INSPIRES OTHERS TO
EFFECTIVE LEADERSHIP ACHIEVE
Sets clear direction and gives step-by- Gives others opportunities to practise Sets a strong example Communicates and gains team commitment
step guidance. Lets people know new skills and capabilities, and through own behaviour. to a vision of what is to be achieved.
exactly what is expected of them. provides or arranges coaching. Works Gives timely and specific Delegates fully and creates opportunities
Builds others’ confidence, making them to provide supportive environment by feedback on what has been which help others to develop their potential.
feel better equipped to do their jobs. securing necessary resources and done well and where there is Identifies inequalities of opportunity within
Allows their voices to be heard in removing blocks to effective working. room for improvement. Helps the workplace and takes steps to address
decision making. Seeks feedback from Encourages work-life balance individuals think through them. Inspires and empowers others to
others to challenge own assumptions amongst team to maintain healthy issues for themselves. overcome difficulties and achieve goals.
about an individual’s performance or workforce and promote long term Encourages and acts upon Nurtures strong team identity and pride.
development need. effectiveness. feedback to self.
WARNING SIGNS: POSITIVE INDICATORS:
„ Delegates to individuals without providing necessary support or resource. „ Makes time for the team - e.g. makes him/herself visible and available.
„ Fails to support others or lets others take the blame when things go wrong. „ Delegates routine elements of more complex tasks and encourages
„ Always assumes individuals have knowledge and skills to do the job. others to do the same, confirms when others have understood and learnt
„ Expects certain behaviours but does not set personal example. from delegated tasks.
„ Fails to give equal support or development opportunities to all members of the „ Treats each team member equitably, and acts as a facilitator when team
team. members experience conflict.
„ Does not capitalise on diverse skills and ideas offered by the team. „ By being non defensive and giving feedback, creates a climate where
„ Accepts without question the reputation of an individual and denies everyone feels they can take risks, make mistakes and learn from them
development opportunities because the person is considered ‘high risk’. and are willing to support each other.
„ Helps team members to come up with their own answers rather than
solving problems for them
„ Finds ways and time to coach others.

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Professional Confidence
DEFINITION WHY IS IT IMPORTANT?
Professional confidence is a justified belief in one’s ability to do the job, This behaviour is particularly important in those jobs where individuals are
providing an opinion or advice when necessary and being prepared to take placed in challenging situations or circumstances and where their opinion or
a decisive course of action. advice may be questioned. It enables individuals to stand their ground and
to work independently without constantly referring to others for advice.
Individuals who demonstrate this behaviour are prepared to take on new or
different challenges in their role. It is important to understand that this
behaviour is about having confidence in one’s knowledge and ability, not
about having a confident personality.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
CONFIDENT IN OWN ROLE ACTS INDEPENDENTLY PRESENTS CONFIDENTLY PREPARED TO CHALLENGE AND
TAKE RISKS
Presents him- or herself in a Provides an opinion from his or her own States confidence in his or her own Speaks out for a course of action
confident manner and works area of expertise. Makes decisions ability and is prepared to stand by even when others disagree.
without needing direct without deferring unnecessarily to difficult or unpopular decisions. Looks Takes significant personal or
supervision. Says ‘no’ in the faceothers, and is decisive when the for and gets new responsibilities. professional risks to accomplish
of unreasonable demands. situation demands it. Has the Praises the work of others. Does not important goals. Challenges
confidence to admit when they do not advance own career by tarnishing the others with respect.
know a fact or cannot commit to an reputation of others.
immediate view without more research.
WARNING SIGNS: POSITIVE INDICATORS:
„ Appears arrogant. „ Addresses problems as they arise and doesn’t put them off.
„ Sticks to familiar ground all the time. „ Considers the ideas and opinions of others but accepts responsibility
„ Is hesitant with others and prevaricates in decision-making. for the final decision without excuse.
„ Constantly questions or doubts his or her own ability. „ Represents unpopular causes, even when this is difficult, if s/he
„ Does not volunteer for new challenges or assignments. believes the cause valid.
„ Does not admit to ignorance of a fact. Makes up information to mask „ Seeks new responsibilities.
unpreparedness. „ Considers new approaches, and takes a lead in persuading others that
„ Avoids unwelcome and/or unfamiliar tasks. her/his idea is valid.

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Relationship Building for Influence
DEFINITION WHY IS IT IMPORTANT?
Relationship Building for Influence is about building bonds with others The success of the Council largely depends on the impact we can make, in particular
and using these to persuade, convince or gain support in order to with key influencers and groups in the various countries in which we operate, and
achieve positive outcomes for the Council. also with the UK constituency. Sophisticated influencing behaviour is required in
these circumstances. This behaviour is also about building mutually beneficial
partnerships to ensure that the Council really understands and meets the needs of its
target audiences.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
PERSUADES BUILDS RAPPORT &TAKES MAINTAINS NETWORKS & PLANS IMPACT EXTENDS NETWORKS &USES INDIRECT
SEVERAL STEPS TO PERSUADE INFLUENCE
Actively gets to know others who Identifies and builds relationships with
Builds positive and reciprocal Maintains and develops a range of
bring a different perspective. those who will be useful now and in the
relationships that benefit the contacts, and keeps them informed.
Uses facts, data and rational future in achieving the Council’s Strategic
Council. Takes a number of steps Plans an approach to have a specific
arguments to influence. Uses Objectives. Actively ‘lobbies’ and wins
to persuade. Tailors an approach impact, including taking bold, creative
active listening skills to support behind the scenes. Assembles
to appeal to the needs of a or unusual actions to make a point or
demonstrate interest and curiosity and sustains coalitions to get support and
particular audience. Recognises get through to others. Makes personal
in what is being said. Builds on influence others. Uses appropriate
the cultural dimension and commitments in order to build trust and
common interests. Identifies key influencing techniques sensitive to cultural
ensures a diverse pool of clientele credibility.
influencers and decision makers. and political needs and issues.
within target groups.
WARNING SIGNS: POSITIVE INDICATORS:
„ Relies on status to influence others. „ Learns to make first impressions count. Is friendly and optimistic with people
„ Continues to work with the same contacts without extending the s/he meets.
network „ Actively lobbies behind the scenes.
„ Builds one-sided relationships. Does not put anything back into „ Identifies relationships that are not strong, meets the individual(s) concerned to
the relationship. establish why, and initiates actions to build the relationship(s).
„ Spends time building networks and relationships without thought „ Looks for opportunities to introduce team members personally to significant
as to how useful these contacts are to the Council. outside contacts (customers, other colleagues, etc.).
„ Has difficulty in identifying key individuals or functions within a „ In preparing for meetings or presentations, anticipates problems and criticisms
government department, organisation or within the Council itself. that others might raise so as to be ready to address them.
„ Uses the same approach to influence each time, regardless of „ Considers who the decision-makers are, and analyses what their responses will
culture or status. be to the ideas to be put forward.

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Self-awareness

DEFINITION WHY IS IT IMPORTANT?

Self-awareness is an understanding of your own emotions and ‘triggers’ and Understanding oneself enables individuals better to understand and relate
how they impact on your own behaviour and/or the behaviour of others. It is to others. This behaviour is therefore important as it underpins and enables
also about understanding your own strengths and limitations. a number of the other behaviours, including Leading and Developing Others
and Relationship Building for Influence.

LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4


KNOWS OWN LIMITATIONS RECOGNISES EMOTIONS UNDERSTANDS IMPACT ON OTHERS MANAGES EMOTIONS

Knows and acknowledges strengths, Recognises the situations that Understands how feelings and Uses coping mechanisms to deal with
limitations and preferences. Open about arouse strong emotions and emotions may impact on difficult or emotional situations over
how they are feeling at certain times and personal bias or preference, but performance and controls emotions time. Sets up support structures to
in particular situations. Recognises how resists temptation to act on them to minimise negative impact. manage stress levels on a proactive
one’s value base has been shaped by immediately. Accepts feedback Maintains a sense of humour and basis. Understands need to be strong
one’s ideas, belief systems and opinions. from others without being stays calm, even in trying and positive in the face of adversity
Recognises when one’s own value defensive. moments. but also recognises areas of one’s
systems are offended and how this own weaknesses and when to seek
raises assumptions and biases. guidance and support.
WARNING SIGNS: POSITIVE INDICATORS:
„ Takes anger or stress out on nearest person –loses temper. „ Seeks feedback and considers it carefully.
„ Closes down or is defensive when receiving feedback. „ Works with others to bring strengths to projects that s/he may lack.
„ Does not question own feelings about a subject or a person. „ Looks for appropriate opportunities to improve her/his areas of
weakness.
„ Remains isolated through stressful periods.
„ Manages emotions so as to minimise negative impact on others.
„ Volunteers for assignments for which he or she is not best suited.
„ Considers her/his approach at meetings or in projects to suit needs of
„ Give importance to own feelings, but not to those of others..
others, rather than own preferences.

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Teamworking

DEFINITION WHY IS IT IMPORTANT?

Teamworking is about working co-operatively, across cultures and The British Council works across departments, organisations and cultures. Within the
organisational boundaries to achieve shared goals. Council, staff must work co-operatively together sharing best practice, breaking down
departmental barriers, and communicating fully on new initiatives and priorities. The
same applies to working with the UK constituency. Overseas, the ability to build on
inter-cultural understanding to create dynamic local partnerships ensures that the
Council really understands and meets the needs of its target audiences.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
WORKS CO-OPERATIVELY INVOLVES OTHERS BUILDS THE TEAM CREATES TEAM WORKING
Willingly co-operates. Is not Actively includes individuals from Proactively shares information and learning Creates new opportunities for
afraid to seek advice from diverse backgrounds in team with colleagues. Addresses conflicts or issues individuals to work together,
others. Puts in extra effort activities. Capitalises on diverse within the team in a positive and open manner. breaking down barriers that may
when needed to help others. skills and ideas. Spends time Provides clear feedback to team members. get in the way of effective
Recognises that the ways of helping others think through Uses understanding of different interests and teamworking. Challenges others to
getting things done in different issues. Speaks positively of agendas to achieve positive outcomes. Uses do the same. Is a model of co-
departments, organisations others. Takes the time to learn emotional intelligence to understand team operative behaviour. Commits time
and communities are not the about and understand other dynamics and to harmonise and synergise and resources to team-based
same. organisations and cultures. energies of the team. projects.
WARNING SIGNS: POSITIVE INDICATORS:
„ Sees him or herself as better than others and fails to respect „ Agrees with the team critical success factors for the team as a whole, and
their contribution. brainstorms ways in which these can be measured.
„ Keeps important information to him- or herself or within the „ Develops the habit of checking what others are thinking by asking ‘Am I being
immediate department. clear?’ ‘Let me check what you are thinking at this stage’.
„ Assumes all cultures or communities are the same. „ Treats the concerns of other departments as important.
„ Co-operates selectively in accordance with his or her own „ Co-operates to meet team goals even at expense of personal preferences.
personal interests. „ Recognises the need for flexibility and sensitivity in dealing with cross-cultural
„ Talks patronisingly to or about other departments or individuals. issues.

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Working Strategically
DEFINITION WHY IS IT IMPORTANT?

This concerns a willingness to align priorities, planning and action to the This behaviour is important to understand the complex cultural and political
Council’s Strategic Objectives. It is also about identifying patterns or environment in which the Council works. It is about being able to focus on
connections between complex and ambiguous situations that are not what is important and to ensure that there is consistency and clarity in the
obviously related and using these to come to conclusions about key issues message or image the Council presents (as defined by our Strategy) across
that affect Council priorities. a range of countries and cultures.
LEVEL 1 LEVEL 2 LEVEL 3 LEVEL 4
UNDERSTANDS CURRENT LINKS CURRENT ACTION TO FOCUSES ON THE LONGER TERM PROMOTES A LONGER TERM STRATEGY
SITUATION & FITS IN STRATEGY
Understands the way Understands link between own Constantly reviews own and departmental Realigns the department or operation
things are done within the work and the Council’s Strategic objectives to ensure they support the Council’s to meet long-term objectives better,
Council and works to Objectives. Balances local needs long-term Strategic Objectives, and makes even if this means taking unpopular or
agreed standards. Can with the longer-term and wider changes or challenges if they do not. Makes difficult decisions in the short-term.
identify similarities needs of the Council. Uses own complex ideas, issues and situations clear and Experiments and reinvents thinking
between a current and a knowledge or experience of past understandable, and can relate these to the using intuition as well as complex
past situation. situations, and adapts and applies wider context of the Council. Builds diversity analysis to create a new concept or
this to current issues. issues into strategic planning. approach not obvious to others.
WARNING SIGNS: POSITIVE INDICATORS:

„ Pursues his or her own personal or departmental interests even when „ Supports organisational objectives even when disadvantageous in own
not in line with British Council objectives and values. department or sphere.
„ Reacts to requests or priorities without thinking about the longer term. „ Shows commitment to the long-term goals of the Council.
„ Demonstrates a narrow, departmental focus. „ Explains the strategic benefits of decisions to team members or
colleagues.
„ Shows no interest in learning about the British Council’s strategy or
work outside his or her own area. „ Works towards planned career goals and personal ambitions.
„ Manages day to day but does not think about the future. „ Uses brainstorming techniques with others to identify opportunities and
solve problems.
„ Misses obvious connections.

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