Richard Hillsdon - The Civil Service

Property Asset Management ProfessionAnnual Conference16 July 2013“Delusions of grandeur – Preparingfor Leadership”Richard Hillsdon

So you want to get into a leadership rolein the Civil Service?.........

What will it take?Will it be more or less difficult as theCivil Service changes?How can I prepare?

What does it feel like right now?

The Civil Service Reform Plan 2012- some implications for Professionals -“..too narrow a range of views and evidence..”innovationshared services the norm incl. analytical servicesopen policy making….and external challengecontestable, competitive policy makingreal world testing of policies prototypes and pilotsUpdated policy tools and techniquesCivil Service Learning (CSL) core curriculumLeadership through projectsCommercial and contracting skillsHMT business case and option appraisal accreditationCS-wide management of high potential specialist professionalsFuture Leaders Scheme for SCS potentialinterchange and secondment promotednew CS Competency Framework

“Meeting the Challenge of Change”A Capabilities Plan for the CSFour priorities: Leading & managing change Commercial skills & behaviours Delivering successful projects & programmes Redesigning services & delivering them digitally

New CS Competency Framework

Ready, willing & able…..?Currentselectionperformance&CCuurrentApplicationAnllldPerfprrrC ccccccrCCurCCCurrentCCurrOutside yourcontrol•poor match•personal chemistry•‘politics’•preferred candidatetrack record “Coaching Gap” –Inside your control•CV “development”•Learning from feedback•Intelligence gathering•Rehearsal•Practice!•Taking it on the chin

What so often happens withProfessionals? don’t put themselves forward for leadershipopportunities defensive about perceived shortcomings e.g.management, policy talk from ‘inside’ their specialism don’t focus on the non-specialist customer’s need expertise without the capacity to influence getsyou nowhere can’t see the power of assured knowhow

So…..a Reality Check• been interviewed recently?• bottomed out the feedback?• know your “discomfort zones”?• updated & ready-to-use CV?• see yourself in terms of responsibilities v.achievements?• interviewer experience – help or hindrance?• can model what they want in an interviewe.g. PSG?

What you have to learn to do… A searching ‘intelligence’ gathering Identifying what their challenge is and staying with it Learning from experience & feedback Getting comfortable selling yourself (or making itbearable!) Moving from candidate to evidence-based influencer Preparing against “making a difference” and notquestions Being sufficiently strategic as well as hands-on Real examples against competencies not windowdressing Not reliant on interviewer competence

But first an Assessment Centre?CompetencyGroupExerciseAnalyticalExerciseInterviewDrive for Results Learning and ImprovingDecision-Making Constructive ThinkingBuilding ProductiveRelationshipsCommunicating with Impact

The “STAR” way of demonstratingcompetenceSituation - what you were faced withTask - what you had to achieveAction – what action you tookResult - what you accomplished

10 Golden rules1. prepare through your work not for a test!2. know the competencies because that’s what’s beingassessed!3. its not a competition with others – its performanceagainst a standard4. read the instructions carefully!5. assessors can only mark what is said or done6. treat every exercise individually7. manage your time and speed – but think before yourush!8. process is often as important as content9. deal with your nerves - treat the assessors as potentialcolleagues10. above all, be yourself!

…in these arenas…1. Learningfrom previousfeedback2. Intelligencegathering on thejob context3. Diagnosingjob selectioncriteria4. Quality of CV5. Tailored application 6. Preparation forassessment centre &interview7. Interviewpresentation8. PanelInterview/performance

The matchAdvertJobspec.IntelligenceTheirrealcriteriaThe matchWhatyoupresent=your“narrative”Your CVYourapplication

Example interviewing behaviours “The start - scoring points early: your interestsor theirs?” “Pitched at the right level?” “Committed and enthusiastic?” “Comfort with claiming personalachievements?” “Modelling what they want and demonstratingthe match?” “Appropriate body language and eye-contact?”

Our Tests…..• Manages their risk - the leap?• Why you are a compelling candidate?• “fatal” flaws spotted and dealt with?• Avoids the negative stereotype?• A culture match?• Responds to the corporate roles?• Convincing evidence and examples?• Strategy/delivery balanced?

Some of our statistics…600+ senior civil servants (PB1-3) incl.G6/7aspirants over the last 13 years: 70% not able to summarise their ‘pitch’succinctly 40% put their interests before theselectors at key moments 75% unconvincing on personalachievement examples 75%+ of aspirants insufficiently “strategic”….in last few years? Improved but notenough!

Beware the curse of the Competencygame…..!

…it’s a two-dimensional challengecompliantmirroringouter persuasioncomprehensivecloning‘evidensive’differentiating“essence”inner persuasionevidentialadded value

Richard Hillsdoninfo@westminster-explained.comrichard@mcneilrobertson.comwww.mcneilrobertson.com