Competency self assessment
Name
Position
Chief Executive
Department
Te Puni Kōkiri
Purpose
The Chief Executive, Te Puni Kōkiri needs to be skilled in the competencies
identified in the position description. These competencies have been described
below. This competency self assessment will be used to assist in the process of
evaluating applicants.
State Services Commission
contact person
If at anytime during this process you have any questions, please do not hesitate
to contact:
Name: Irene Allison
Title: Senior Advisor, System Capability Group
Phone: 04 495 6673
Email: irene.allison@ssc.govt.nz
Instructions
Please provide a maximum of three examples of projects, tasks or occasions
where you have demonstrated each of the competencies described below. For
further
information
about
these
competencies
please
contact
ce.recruitment@ssc.govt.nz.
Please return this assessment with your application.
Competency Descriptors
1
Strategic Skills
Intellectual horsepower
Is bright and intelligent; Deals with concepts and complexity comfortably;
Described as intellectually sharp, capable and agile.

1
These skill descriptions are based on Lominger International's LEADERSHIP ARCHITECT ® Competency Sort Cards,
Copyright ©1992, 1996, 2001-2003 Lominger Limited, Inc; a subsidiary of Korn/Ferry International ALL RIGHTS
RESERVED, and are used with the express permission of Lominger International.
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Dealing with ambiguity
Can effectively cope with change; can shift gears comfortably; can decide and act
without having the total picture; isn’t upset when things are up in the air; doesn’t
have to finish things before moving on; can comfortably handle risk and
uncertainty.

Managing vision and
purpose
Communicates a compelling and inspired vision or sense of core purpose; Talks
beyond today; Talks about possibilities; Is optimistic; Creates milestones and
symbols to rally support behind the vision; Makes the vision sharable by
everyone; Can inspire and motivate entire units or organisations.

Courage
Conflict management
Steps up to conflicts, seeing them as opportunities; reads situations quickly; good
at focused listening; can hammer out tough agreements and settle disputes
equitably; can find common ground and get cooperation with minimum of noise.

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2
Personal and interpersonal Skills
Interpersonal savvy
Relates well to all kinds of people – up, down, and sideways, inside and outside
the organisation; Builds appropriate rapport; Builds constructive and effective
relationships; Uses diplomacy and tact; Can diffuse even high-tension situations
comfortably.

Cultural Competency*2
The Chief Executive must be skilled in appreciation and application of Māori
cultural identity and the expressions of Māori Cultural values. The specific skills
include an understanding and respect of kaupapa Māori, te reo me ona tikanga,
the observation of cultural codes of conduct, and relationships within te ao Māori
– marae, whānau, hapū, iwi, and wānanga. The Chief Executive also requires an
understanding of the collective approach to identity and an appreciation of the
way in which the group (whānau, hapū and iwi) operate.

2
This is not a Lominger based competency but is a unique requirement for this role.
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3
Organisational and Positioning Skills
Political savvy
Can manoeuvre through complex political situations effectively and quietly; is
sensitive to how people and organisations function; anticipates where the land
mines are and plans his/her approach accordingly; views corporate politics as a
necessary part of organisational life and works to adjust to that reality; is a mazebright person.

Acting with Honour and Integrity
Integrity and trust
Is widely trusted; is seen as a direct, truthful individual; can present the
unvarnished truth in an appropriate and helpful manner; keeps confidences;
admits mistakes; doesn’t misrepresent him/herself for personal gain.

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