Resources

The Secretaries Talent Council, with the endorsement of the Secretaries Board have identified the leadership capabilities considered critical for success in the most senior roles in the APS.

The ILS provides capability development guidance for individuals and agencies in the form of descriptions and behaviours for all levels in the Australian Public Service.

This OECD Legal Instrument outlines how countries can ensure that their public services are fit-for-purpose for contemporary policy challenges, and capable of taking the public sector into the future.

Our ability to respond to changing demands, and leverage the opportunities available to us, is underpinned by performance management practices that translate societal and Government expectations into individualised performance expectations for APS employees.

Professor Robert Cialdini developed what he describes as ‘six universal principles of persuasion’. These fundamental human states allow leaders to increase the likelihood of influencing others.

Gabriele Oettingen presents the ‘WOOP’ model which is a practical, accessible, evidence based mental strategy that people can use to find and fulfil their wishes and change their habits.

‘Broaden and Build’ theory explores how broadening our perspectives and actions, we tend to build important and lasting physical, intellectual, psychological and social resources.

Brene Brown informs leaders how they can give constructive and honest feedback from a place of engagement, rather than judgment. She calls it ‘Sitting on the same side of the table,’ as someone.

Martin Seligman presents the ‘PERMA’ model which steps through five elements essential to human wellbeing and flourishing: positive emotions, engagement, relationships, meaning and achievement.

The OECD Recommendation on Public Integrity provides policy makers with a blueprint for enhancing the integrity of government, civil services and society.