ICC
Leadership
Framework
ICC
Leadership
Framework
2019
3
3
Our commitment
All staff are leaders at the ICC, regardless of role,
job level, or whether we have a formal position
to manage or lead people. Leadership is about
successfully delivering results in collaboration with
others – it starts with everyone.
By empowering leadership at all levels, we
enable a high-performing, confident and forward
looking organisation, capable of making a positive
difference.
4
P
Purpose
C
Collaboration
ICC
MISSION
AND VALUES
P
People
R
Results
5
P C
PURPOSE COLLABORATION
Align Lead
own purpose across
to ICC Mission boundaries
Bring meaning to work, Build supportive,
build a shared purpose – it trusting and professional
matters what you attend to. relationships with
colleagues within and
Connect with people, set across the ICC organs and
vision, clarity of direction, a wide range of people
and allow them to see their outside.
role in the bigger picture.
Harness the skills of
Inspire by personal integrity, everybody, know when to
transparency, and fairness. take charge and when to
Be a force for change and step back to allow others
follow through. to lead; embrace diversity
and cultures – and different
views.
Make addressing the needs
of clients and stakeholders
your top priority.
6
P R
PEOPLE RESULTS
Bring out Lead the delivery of
the best superior outcomes
in people to achieve ICC
Mission
Invest in people, create Set a high standard
opportunities for growth for professional and
and provide support and operational excellence.
encouragement to help
others achieve their full Focus on getting results.
potential. Learn from experience,
continuously improve.
Build strong
self-awareness of Give people space and
leadership practice and authority to deliver. Hold
critically reflect on own self and others accountable
performance and impact. for outcomes.
Be a coach and provide Become known for being
constructive feedback; truthful, decisive and
know your business, know considerate.
your people.
7
The ICC
Leadership
Streams
Indicative balance of leadership
vs. technical responsibilities
LEADERSHIP RESPONSIBILITIES
SPECIALIST/TECHNICAL
RESPONSIBILITIES
8
Executives
Leading the organ
Responsible for leading an organ.
Valued for ability to lead the organ,
provide strategy and vision, and
influence externally through sector
and system leadership.
LEADERSHIP RESPONSIBILITIES
SPECIALIST/TECHNICAL
RESPONSIBILITIES HEAD(S) OF ORGANS
9
Senior Leaders
Leading the function
Responsible for leading a
function/division.
Valued for ability to lead managers
of team leaders and influence within
the organisation and with external
parties to ensure outcomes.
LEADERSHIP RESPONSIBILITIES
SPECIALIST/TECHNICAL
RESPONSIBILITIES D1
10
Managers of
Team Leaders
Leading teams
Responsible for leading team
leaders, typically under broad
direction of a more senior leader.
Valued for ability to lead section
strategy and guide team leaders to
deliver outcomes.
LEADERSHIP RESPONSIBILITIES
SPECIALIST/TECHNICAL INDICATIVE:
RESPONSIBILITIES P5, P4
11
Team
Leaders
Leading others
Responsible for leading individual
contributors to deliver team
outcomes, typically under direction
of a unit head or supervisor.
Valued for experience in their
specialist domain and ability to
manage team members.
LEADERSHIP RESPONSIBILITIES
SPECIALIST/TECHNICAL INDICATIVE:
RESPONSIBILITY P3, G7, G6
12
Individual
Contributors
Leading self
Responsible for delivering outcomes
via self-management, sometimes
with team leader guidance.
Valued for knowledge and skills in
their area of expertise and strong
self-management.
LEADERSHIP RESPONSIBILITIES
SPECIALIST/TECHNICAL INDICATIVE:
RESPONSIBILITY P2, P1, G5, G4, G3
13
The ICC
Leadership
Competencies
PURPOSE
COLLABORATION
PEOPLE
RESULTS
15
15
Purpose
Know who you are, what your values are, and be clear on your purpose as a leader
MANAGERS OF TEAM INDIVIDUAL
EXECUTIVES SENIOR LEADERS
TEAM LEADERS LEADERS CONTRIBUTORS
Engage with substantive Contribute setting the vision/ Take responsibility for sharing Articulate how team’s work Articulate how personal work
ENGAGEMENT
leaders within and outside agenda. Articulate function’s the vision/agenda. Engage other contributes to the organisation’s contributes to the organisation’s
the organisation to develop a role in achieving it through clear leaders with sense of purpose. vision and outcomes, and vision and outcomes. Own
VISION &
powerful vision/agenda that and authentic communication to Work with team leads to articulate personally bring the team on your work, lead on it, and take
radiates beyond the boundaries inspire collective ownership and how their teams contribute to board. responsibility.
of the Court. Connect with staff compelling course of action. vision and results.
(incl. field), provide clarity of
direction, and enable them to see
their role in the bigger picture.
Personally lead organisational Demonstrate flexibility in response Inspire others to embrace change Remain accessible and optimistic, Actively participate in change
CHANGE &
PURPOSE
change with focus and optimism to change and support the initiatives, overcoming barriers and keep the team focused activities and openly support the
through periods of uncertainty. workforce to embrace new and resistance through proactive through periods of uncertainty. intended outcomes.
Resist political pressure in expectations through clarity of the consultation and engagement.
decision-making. intended outcomes.
INTEGRITY
Intentionally build an Protect fairness, identify and Act as a role model to staff Promote ethical behaviour and Uphold integrity through
ETHICS &
organisational culture of ethics avoid conflicts of inter-est. in terms of their day-to-day integrity in the management, and responsible management, and
and integrity. Demonstrates role Maintain political, interpersonal demonstration of principled and use of processes and resources. use of processes and resources.
model impartiality. neutrality. ethical behaviour. Lead by example. Take a stand.
Levels presented are cumulative. This implies, e.g., that top leaders should also demonstrate competencies associated with other leadership levels.
16
Collaboration
Partner with peers, clients, stakeholders to deliver value; positively influence others when you don’t
have formal authority.
MANAGERS OF TEAM INDIVIDUAL
EXECUTIVES SENIOR LEADERS
TEAM LEADERS LEADERS CONTRIBUTORS
Identify and develop strategies Identify, develop and nurture Work collaboratively with Encourage staff to think and act Build rapport, speak your mind
COOPERATION &
to encourage and enable networks and communities. Build colleagues, stakeholders to cooperatively. Share credit for and establish strong and mutually
collaborative working across the cooperation with synergy and achieve results. Demonstrate successes working with the team beneficial connections.
TRUST
organisation (incl. field). Leverage trust. Show how you joined up team leadership. and accept challenges.
the broader context in which the treat all levels of staff as valued
organisation operates. Forge collaborators.
partnerships, alliances, trust.
STAKEHOLDER
Promote a client oriented mindset Develop client oriented strategies Anticipate needs of clients and Be responsive to client and Seek and share client feedback to
and approach. Ensure that and policies. Ensure that other stakeholders. Take action stakeholder needs. Enable the ensure stakeholder alignment for
CLIENT &
FOCUS
addressing the needs of clients organisational systems and to address them. Seek feedback collaborative delivery of client planned activities.
and stakeholders is a top priority. policies are designed to address on the extent to which they are focused outcomes in your team.
client and stakeholder needs. meeting needs.
DIVERSITY &
INCLUSION
Promote organisational policies Take advantage of diversity Leverage the value and Demonstrate flexibility and Enjoy working productively with
with regard to diversity. Visibly in the pursuit of innovation, contribution that diversity brings openness to the diversity in the staff and other key players from a
champion diversity as key creativity and the achievement of to teams. Challenge and act to team, supporting approaches that wide range of backgrounds.
element to the organisation’s outstanding results. Intentionally diminish bias and intolerance. enable all individuals to participate
success. build a diverse work force. to their fullest ability.
Levels presented are cumulative. This implies, e.g., that top leaders should also demonstrate competencies associated with other leadership levels.
17
People
Know your business, know your people
MANAGERS OF TEAM INDIVIDUAL
EXECUTIVES SENIOR LEADERS
TEAM LEADERS LEADERS CONTRIBUTORS
& RELATIONSHIPS
COMMUNICATION
Regularly connect with staff at Develop and implement Take responsibility for open Be accessible to others, easy to Proactively build rapport, relate
all levels of the organisation to mechanisms to share information communication amongst team approach and to talk to. Make well to people.
stimulate engagement, cohesion, and insights with all levels of the members and stay receptive to time to listen and give feedback.
and a steady flow of information. department. bad news as well as good.
DEVELOPMENT DUTY OF CARE
WELLBEING &
Build and sustain an environment Promote personal and team Build the confidence and trust Build trust in your team and Demonstrate respect for others,
based on trust and duty of care responsibility for the realisation of others, connecting with them motivate others to proactively taking the time to connect, check
where all staff shares a personal of a healthy and safe workplace. personally to understand and identify, remedy and enhance in and show an interest in their
responsibility for promoting Build trust. Be a role model of this consider their wellbeing. safe and inclusive practices at wellbeing.
physical and psychological behaviour. work.
well-being of others.
LEARNING &
Attach the highest priority Promote and implement the Make coaching and developing Invest quality time in coaching Take personal accountability
to continuous learning and systems, processes and others organisational practice and developing others. Stimulate for learning. Actively share your
development in the organisation. mechanisms that contribute amongst your teams. Coach and people to excel. Encourage knowledge and professional
Contribute own expertise and to continuous learning and mentor others. critical reflection, ownership for insights.
unleash expertise of others to the development. Personally develop problems and discovery of
benefit of the organisation. others. self-led solutions.
Levels presented are cumulative. This implies, e.g., that top leaders should also demonstrate competencies associated with other leadership levels.
18
Results
Lead and empower your teams and hold them accountable to deliver results; continuously improve.
MANAGERS OF TEAM INDIVIDUAL
EXECUTIVES SENIOR LEADERS
TEAM LEADERS LEADERS CONTRIBUTORS
CONTINUOUS IMPROVEMENT
Establish a culture of excellence, Drive ownership for excellence/ Drive ownership for agenda with Drive autonomy in the team Welcome challenges in the
accountability, and continuous improvement agenda, enable team leads. Empower them to by giving staff ownership and delivery of work, recognize
ACCOUNTABILITY &
improvement in all aspects of others to lead and have them lead, hold them accountable holding them accountable for the own role in achieving results,
EXCELLENCE,
individual and organisational report on their area with complete for their actions, and have delivery and quality of outcomes with honest recognition of
performance. Lead by example. transparency of outcomes. Hold them report on their area with achieved. Celebrate successes opportunities to improve.
Take accountability for actions staff accountable, recognize full transparency of outcomes. and learn from mistakes. Take
and decisions. achievements and lessons Reward successes, reflect accountability for actions and
learned. Take accountability for learnings. Take accountability for decisions.
own actions and decisions. own actions and decisions.
DECISION-MAKING
DELEGATION &
Create a culture in which Steer decision making in the Consult with others before taking Allow for collaborative decision Accept decision making
decisions are taken, and direction that will most effectively decisions. Make decisions in making in the team. Support responsibility and demonstrate
information about them is serve the organisation and its a timely manner. Make tough others to understand the judgement about when to
communicated. Become known stakeholders. Ensure the right decisions when necessary. Take strengths, potential bias and escalate issues.
for ethical and courageous delegative structures exist to responsibility for faulty decisions. missing considerations in their
decision making. empower decision making at the decision- making process. Be
right level. able to say ‘no’.
PERFORMANCE
MANAGEMENT
Refuse to turn a blind eye to Promote honest review of Review performance across Be honest with yourself and Recognise own role in achieving
poor performance and poor performance across the function, teams and provide ongoing others. Appraise performance results and contribute to the
performance management. Build without exceptions. Reflect on helpful and honest feedback. Be fairly. Address poor performance delivery of team objectives.
strong self-awareness of own own leadership performance. a role-model. Don’t shy away promptly.
leadership practice and impact. Lead by example. from difficult conversations.
Levels presented are cumulative. This implies, e.g., that top leaders should also demonstrate competencies associated with other leadership levels.
19
Human
Resources
Section
20
2019
