MANAGING IN LEICESTERSHIRE COUNTY COUNCIL
Leadership Behaviours
As Managers in Leicestershire County Council, we will:
Build powerful relationships
across stakeholders, peers and
partners creating open and
transparent relationships based
on trust
Influence and shape the
environment in which you
operate to achieve high quality
outcomes for the people of
Leicestershire
Lead and deliver sustainable,
collective high performance through:
 Inspirational leadership
 Setting clear priorities, and
 A strong approach to
performance management
Connect with communities and
localities through listening,
dialogue and understanding
communities’ needs
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Context and Leadership Behaviours
Introduction
A changing role for local government, increasing financial constraint within the public sector, tough decisions and a greater emphasis on working
with our partners – these form the new landscape in which we operate. Leicestershire County Council is a high performing authority that continues
to work to improve the quality of life of its citizens. We recognise that in this time of change and uncertainty, there is a need for strong leadership,
and clarity about the priority behaviours that our leaders must demonstrate in order for us to succeed. We also recognise the importance of a
strong organisational culture that values the people who work within the Council.
Our culture
We recognise that business goals are important but so are personal goals. We all need to make a real difference to Council services, to take
opportunities to learn and develop but also to strike the right work life balance. This will require a flexible approach.
We all need to manage our own behaviour and act in accordance with the organisational culture and values. Treating colleagues and our
customers with dignity and respect at all times is a given.
We want staff to feel engaged, valued and trusted and recognised for the contribution they make.
We will ensure that staff will always know what the Council is trying to achieve; what is expected of them in terms of performance and how they are
doing through an annual Performance Development Review and more regular work sessions.
Our culture is based upon a learning organisation; an organisation that empowers its staff to make decisions that are risk aware, not risk averse,
that fosters innovation and seeks continuous improvement; where staff welcome the responsibility and are confident in making decisions.
Only through experience will employees’ learn as individuals and develop as stronger teams and services. Officers who feel confident and
comfortable in this environment and feel the support of their manager flourish and deliver an excellent service, one that focuses on solutions and
the best possible outcome for our customers.
The Council’s Corporate Management Team unanimously support this culture and approach and are working extremely hard to foster the culture in
all areas of our organisation.
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Leadership Behaviours
The Leadership Behaviours have been developed to show how managers at all levels will act to drive forward the Council’s priorities.
Managers within LCC will:
Influence and shape the environment in which you operate to achieve high quality outcomes for the people of Leicestershire
Build powerful relationships across stakeholders, peers and partners creating open and transparent relationships based on trust
Connect with communities and localities through listening, dialogue and understanding communities needs
Lead and deliver sustainable, collective high performance through:
 Inspirational leadership
 Setting clear priorities, and
 A strong approach to performance management.
Integral to these core behaviours are:
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Our organisational values and the employee code of conduct;
Our focus on our customers and customer service standards;
Our commitment to Equality and Diversity;
Our corporate responsibilities, for example LCC policies and procedures and statutory obligations.
In addition, engaging in the political environment in which we operate, and understanding the role of members and the democratic processes is fundamental for
all managers.
To provide guidance to managers, these supporting statements have been developed to illustrate the leadership behaviours that managers at each
level should be achieving. They are not competencies to be used as an assessment tool against each statement. They should be used as the basis
of a discussion about the leadership behaviours that an individual demonstrates and their overall level of performance against and achievement of
the Leadership Behaviours.
The statements are cumulative in nature, i.e. those at Level 1 are core responsibilities that also apply to managers at Level 2 and Level 3.
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Leadership Behaviour:
Influence and shape the environment in which you operate to achieve high quality outcomes for the people of Leicestershire
Level 1 and core responsibilities for all managers
(Up to grade 12)
Generates new and innovative solutions to both straightforward and
complex problems and challenges which could impact on the
achievement of objectives.
Level 2
(Grades 13 - 15)
Establishes a clear future vision and
direction for their area of responsibility,
aligned to the organisation’s objectives.
Develops and drives a culture of continuous improvement by engaging
others and facilitating their ideas and creativity.
Identifies and implements the changes
needed to meet departmental and
organisational objectives.
Embraces and champions ongoing change and encourages/supports
others to do the same.
Is fully engaged with the efficiency agenda and committed to achieving
efficiencies in own area.
Prepares forecasts and plans for future expenditure and oversees
effective allocation of resources in line with objectives.
Reviews current ways of working and is
prepared to challenge the status quo to
ensure alignment of services to existing
and future market conditions.
Ensures that recommendations for
expenditure are consistent with service
priorities, plans and objectives.
Manages and supports the taking of appropriate and measured risks.
Demonstrates drive and motivation when leading people, taking the
initiative and managing change effectively where appropriate.
Seeks to understand the environment in
which they operate using multiple
sources of information to shape strategy
and direction.
Creates an environment based on trust, demonstrating trust in others and
acting with personal integrity.
Influences people through personal credibility and leadership skills,
avoiding the use of position or power.
Takes account of wider political and organisational issues when problem
solving and decision making.
Works collaboratively with partners to influence the achievement of
successful outcomes for the people of Leicestershire.
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Level 3
(Grades 16 - 22)
Instigates and delivers structural and
cultural change.
Negotiates and influences effectively
with local and national bodies,
representing the interests of the
organisation.
Understands and analyses the interconnections, inter-dependencies and
interactions between complex issues,
across boundaries – between different
sectors, services and levels of
government.
Operates along different dimensions,
often simultaneously – horizontally
between different sectors, vertically
from policy design to service delivery
and diagonally, across decision
making networks.
Leadership Behaviour:
Lead and deliver sustainable, collective high performance through:
 Inspirational leadership
 Setting clear priorities, and
 A strong approach to performance management
Level 1 and core responsibilities for all managers
(Up to grade 12)
Establishes short, medium and long-term performance goals/objectives with
clear measures for self and others.
Meets regularly to review and inform performance objectives with individual
and team members to ensure that these objectives are achieved.
Ensures that people have an appropriate level of understanding of the link
between their individual/team performance and the organisation's
operational and financial position, i.e. the ‘golden thread’.
Ensures that good performance is recognised and poor performance is
addressed.
Coaches, mentors and supports the team in their performance and
development and applies a range of other learning and development
interventions to ensure continuous improvement of self and others.
Level 2
(Grades 13 - 15)
Creates a clear plan to deliver
operational performance in line with
the organisation’s objectives.
Uses organisational information
and support mechanisms effectively
as part of the organisational
planning process.
Ensures all stakeholders
understand their role and expected
contribution to the achievement of
the organisation’s vision and
strategy.
Uses visible energy, passion and enthusiasm when leading and motivating
others, even when there is no direct reporting line.
Inspires and empowers team members through leading by example.
Builds positive and open relationships amongst team members, which allow
honest opinions to be shared constructively through two way
communication.
Understands own and others feelings in a way that demonstrates sensitivity
to the concerns and needs of others.
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Level 3
(Grades 16 – 22)
Translates the vision into action by
establishing a clear strategy and
ensuring appropriate structures and
mechanisms are in place to deliver it.
Ensures the vision is understood in each
area of the organisation so that people
understand how work together to deliver
this vision.
Engages all stakeholders on the
achievement of the vision and strategy.
Leadership Behaviour:
Build powerful relationships across stakeholders, peers and partners creating open and transparent relationships based on trust
Level 1 and core responsibilities for all managers
(Up to grade 12)
Works to keep all relationships with colleagues and customers positive,
constructive and collaborative.
Uses timely, clear and effective communication to all areas both internal
and external to the organisation.
Level 2
(Grades 13 - 15)
Seeks opportunities to reduce costs
between services and organisations,
improving productivity and performance
outcomes in order to release more
public value for users, citizens and
communities.
Consults widely and involves people in decision-making.
Encourages a culture of constructive discussion that allows diverse and
opposing opinions to be expressed.
Demonstrates active listening skills when working with others, by
responding appropriately and appreciating the views and contributions of
all to reach successful outcomes.
Professionally challenges behaviour and attitudes which disrupt working
relationships and priorities.
Ensures communication processes work effectively throughout their area
of responsibility.
Plans ahead to ensure that the service
has the right resources in place at the
right time to achieve objectives.
Focuses on achieving beneficial
outcomes for the organisation, rather
than furthering departmental and
organisational interests.
Ensures commitment, at all levels, to
working across boundaries and silos
which traditionally separate policies
and programmes, in order to provide a
more joined up, citizen-centred service.
Gives credit to others by acknowledging contributions, recognising and
praising efforts and achievements.
Acts as a role model for others, acting in a fair and consistent manner.
Maintains visibility and projects a positive image of the organisation when
dealing with others to achieve high quality outcomes for the people of
Leicestershire.
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Level 3
(Grades 16 - 22)
Ensures that communication between
leaders, partners and members is
effective and timely.
Develop ways of sharing, comparing,
disseminating and transplanting
emerging knowledge and experience
widely across the whole public service
system.
Leadership Behaviour:
Connect with communities and localities through listening, dialogue and understanding communities needs
Level 1 and core responsibilities for all managers
(Up to grade 12)
Ensures that people understand the expectations, changing needs and
concerns of customers/communities and, where possible, strive to address
them.
Level 2
(Grades 13 - 15)
Takes into account the diverse needs of
the community when planning the
delivery of services.
Enables people to see the link between their individual performance and
customer satisfaction and how their contribution positively contributes to
supporting the communities and citizens of Leicestershire.
Continuously improves service(s) and
methods in the context of emerging and
best practice to meet the needs of
communities.
Builds public confidence and value by actively engaging with
customers/communities to explore their viewpoint, by a range of
engagement methods such as consultation, empowering, informing,
involving and collaborating.
Tackles tough, complex, cross-cutting
problems where there may be no clear
consensus about either the causes or
the solutions..
Ensures action is communicated to all relevant stakeholders following
engagement activities.
Develops, delivers and improves
access to services based on
awareness and understanding of
community diversity within a
complex, challenging environment.
Achieves visible and measureable
positive outcomes with and for
citizens, communities and other
stakeholders.
.
Use lessons learned from customer complaints, concerns and
commendations to guide service improvements.
Seeks to contribute and facilitate ideas for continual improvements to the
quality of service for customers.
Demonstrates and promotes a commitment to public service, focusing on
what matters to the public and what would best deliver the communities
needs.
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Level 3
(Grades 16 - 22)
Works with communities to identify
future needs, anticipating issues and
change, and responding
appropriately.
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