Graduate Business School

MBA Application

Instructions
 The following pages are a template that will help you to apply to study
on the MBA Programme at the Graduate Business School at Griffith
College - Dublin.
 It is intended to collect key information which the School requires in
order to consider your application. You may be asked to provide
additional information.
 Each page contains instructions about what to include on that page.
 In some cases, such as the Title Page, you are asked to insert your names
and the name of your current or most recent employer by replacing the
existing text.
 In other cases you will be asked to replace the existing text, include page
number information and/or add additional information.
 MBA Application Report
for
<Student First name and Surname e.g. Jo Johnson >
Student Number <Student Number if an existing student at Griffith or N/A >
based on working at <Employer Name(s)> in <Industry(ies)/Sector(s)>

Master of Business Administration

In
International Business Management

Griffith College
2019-2020
Applicant Declaration

Applicant Name: <Jo Johnson>

I certify that this MBA Application submitted for the degree MBA in International Business
Management is the result of my own work and reflections based on my experiences of working with
the employers mentioned herein and my experiences as a manager. Where reference is made to the
work of others, due acknowledgment is given.

Candidate signature:

Date: 31st December 2019

Supervisor Name:

Supervisor signature:

Date: 31st December 2019

Table of Contents
[This short template booklet is designed to help you to apply for the MBA
Programme and Award. You should use document to help you apply for an
MBA in International Business Management by Experiential Learning. Please
change, add to or delete the headings in Part 1; insert the correct page
numbers for each heading on the column to the right, and then delete this
text. Please ensure that you include only those headings that are applicable]
Title Page 1
Applicant Declaration
Table of Contents
1 Introductory Evidence Page
1.A Introductory Letter
1.B Qualifications
1.C Curriculum Vitae
1.D Profile(s) of Current and Previous Employment
1.E Sponsorship Letter from Current Employer
1.F Reference Letters from Current and Past Employers
1.G Current Visa
1.H Language Proficiency

2 Experiential Learning Framework Page

2.A Competencies Table
2.B Building Coalitions
2.C Self-Management
2.D Leading Change
2.E Results Driven
2.F Business Acumen
2.G Leading People
1. Introductory Evidence
1.A Introductory Letter
[Here, you should write a short letter outlining why you believe you meet the
requirements for joining the MBA programme and/or obtaining the MBA
Award (see Sample Letter below). Please overwrite the relevant information in
bold at the top, overwrite the body of the letter, and then delete this text].
Your Name
Your Full Postal Address
Your Email Address
Your Telephone Number
Date

Re: MBA Application Report for <Student First name and Surname e.g. Jo Johnson>
based on working at <Employer Name(s)> in <Industry(ies)/Sector(s)>

Dear X,

I wish to the considered for application to the Griffith College, Graduate Business School, MBA
Programme on a full-time/part-time basis beginning in September/February/June
2019/2020/2021/2022.

I hold at H1-level award in a BSc in Management from the London School of Economics and am a
qualified Chartered Accountant (United Kingdom).

My current position is as Head of International Brands at Nike Denmark and I have previously gained
experience as Assistant Brand Manager at Heineken France and as a Marketing Executive at MB
Games Ireland.

As evidence to support my application I have included:

 A copy of my BSc in Management award and my Certificate of Membership of the Institute

of Chartered Accountants (England and Wales).
 An up-to-date curriculum vitae which sets out my academic and work background.
 Profiles of my current employer and previous employers, alongside brief descriptions of the
industry sectors in which I have worked.
 A letter from the Director of Marketing at Nike International confirming the company is
sponsoring me on the Programme.
 Two reference letters (one from the Director of Marketing at Nike Denmark, and one from
the National Director at Denmark Crescent, a charity for whom I work in my spare time).
 My current employment contract.
 A copy of my Work Visa for the EU.

I look forward to discussing with you at interview how I meet the entry requirements for a learner at
the GBS.

Kind regards
1.B Qualifications
[Here, you should provide evidence and/or a description of an approved
honours business undergraduate degree/master of science degree or
equivalent e.g. parchment, copy of a transcript of results or description of the
programme curriculum. When complete delete this text and the text below in
bold].
1.B/1 Description
I hold an Advanced Diploma in Natural Sciences and a Postgraduate Masters
in Science in Business Management from the Open University.
The Open University is the largest university in the United Kingdom and
Republic of Ireland with over 180,000 students (80,000 Full Time Equivalent ,
13,500 postgraduate and 3,500 Republic of Ireland students). Through
academic research, pedagogic innovation and collaborative partnership it is
a world leader in the design, content and delivery of supported open
learning, promoting access to all in over 30 countries. By contributing to the
largest MOOC’s and other open learning facilities an additional 750,000
people engage with the University each year. It teaches more than 35% of
part-time, third level students in the UK and Ireland.
I studied for my undergraduate and postgraduate qualifications with the
STEM Faculty which consists of 2,550 staff and 35,000 students ALs. The
Faculty delivers over 185 modules across the undergraduate and
postgraduate curriculum, supporting nearly 19,000 students (full time
equivalents) which is 29% of the OU total. The Faculty generates more
research income (circa £17M) than any other Faculty in the University,
supported by a comprehensive laboratory infrastructure.
In my Advanced Diploma in Natural Sciences I took subjects such as … and
achieved a grade point average of ….
In my MSc Business Management I studied …. and completed a research
dissertation on Artificial Intelligence and its role in Data Mining in the
Offshore Reinsurance Sector in the Caribbean.
1.C Curriculum Vitae
[Insert an up-to-date curriculum vitae which includes a brief description of past
and/or current organisation(s) worked-in and the roles you hold/held in each
and your main educational details (approximately 2 pages/600 words). Work
experience may include any formal work contracted, formal internship or a
sponsored research programme or project. Please copy and paste or scan and
insert your CV as an image on this page, then delete this text.]
1.D Profile(s) of Current and Previous Employment
1.D.1 Current Employment
[Provide an up-to-date description of the role or position you currently/most-
recently worked in (giving details of your role, responsibilities and reporting
structures – who you report/reported to, and who reports/reported to you)
(approximately 1 page, 300 words), and then delete this text.]
Current job title:
The organization’s name:
The organization’s contact details:
 Postal Address:
 Telephone number:
 Email address:
 Website address:
 The name of the person to who you report:
 Their job title:
A brief description of who reports to you (the number of people and their key
role or roles):
A list of your key duties and responsibilities.
Please include an organizational chart which details your own position,
responsibilities and reporting structures.
1.D.2 Previous Employment
[Provide an up-to-date description of the role(s) or position(s) you previously
worked in (giving details of your role, responsibilities and reporting structures
– who you report/reported to, and who reports/reported to you). Copy and
paste the headings if you wish to refer to a second position (approximately 1
page, 300 words for each position), and then delete this text.]
Previous job title:
The organization’s name:
The organization’s contact details:
 Postal Address:
 Telephone number:
 Email address:
 Website address:
 The name of the person to who you report:
 Their job title:
A brief description of who reported to you (the number of people and their key
role or roles):
A list of your key duties and responsibilities.
Please include an organizational chart which details your own position,
responsibilities and reporting structures.
1.D.3 Industry/Sector
[Please provide an up-to-date profile of the industry/sector(s) currently or
previously worked in (approximately 1 page, 300 words), and then delete this
text.]
1.E Sponsorship Letter from Current Employer
[If you are currently in employment you should obtain a letter of approval from
your current employer or sponsor (approximately 1 page) indicating that they
are willing to allow you to base some/all of your research dissertation and/or
experiential learning report on the organisation. Please scan the letter and
insert it as an image on this page, then delete this text.]
1.F Reference Letters from Current and Past Employers
[Provide two references from current/other/prior employers (approximately 1
page each). If you have only one employer reference a second reference is not
necessary. Please scan the letter(s) and insert it/them as an image(s) on this
page, then delete this text]
1.G Current Visa
[If you are a non-EU national working in Ireland, and you plan to count your
current experiences towards your overall experiences please provide a
scanned image of your original Work Visa here. If this does not apply leave the
text below as is i.e. leave the words ‘NOT APPLICABLE’ on this page. Delete this
text when compete].

NOT APPLICABLE
1.H Language Proficiency
[If you are do not speak English as a first language you should submit details of
your language proficiency here. An acceptable form is a copy of an IELTS Test
Report Form. If this does not apply leave the text below as is i.e. leave the
words ‘NOT APPLICABLE’ on this page. Delete this text when compete].

NOT APPLICABLE
2. Experiential Learning Framework
As part of your Application for the MBA Award you must use the following template to show
evidence of achievement of management competencies developed through your workplace
experience.

The following Competencies Table (2A) outlines all of the competencies which an MBA Graduate of
Griffith College must possess. Details of each competency are given in the Appendix.

If you already have more than two years work experience: In order to demonstrate that you are
capable of meeting this requirement you are required to detail a minimum of two competencies, in
two different groups. For example, if you choose Competence 2.B (Building Coalitions) you will be
expected to demonstrate how your past and/or current work experience demonstrate that you have
that attribute (a completed example is given in the Appendix):

2.B.1 Influencing/
Negotiating

2.B.2 Political Savvy

If you choose Competence 2.F (Business Acumen) you might demonstrate your experiences in
relation to any two competences within it, e.g.:

2.F. Business Acumen:

Core Competencies: Key attributes:

2.F.1 Financial Management

2.F.4 Industry/Sector
Knowledge

Although you are only requested to complete two overall competences ideally complete 50% of
competencies in all six groups should be completed.

If you do not have two years work experience, have completed and been awarded a Griffith
College MSC AFM or MSc IBM qualification, and plan to use this framework to apply for an MBA
Award: In order to demonstrate that you are capable of meeting this requirement you are required
to detail a minimum of 90% competencies, in all six groups (B to G).
2.A Competencies Table
2.A Competencies Table
Compe- Section
tencies
2.B 2.C 2.D 2.E 2.F 2.G
1 N N N N N N
2 N N N N N N
3 N N N N N N
4 N N N N N N
5 N/R N N N N N
6 N/R N N N N N
7 N/R N/R N N N N
8 N/R N/R N N/R N/R N
9 N/R N/R N N/R N/R N/R

[Each time you complete a section update the table – this will help you to keep track of the changes
you are making. Ideally, by the time you are finished, 50% of the N’s will be replaced by F’s. A
minimum of four must be changed from N to F. Delete this text when the report is complete].

Key: F = Fully Complete P = Partially Complete N = Not Completed N/R = Not Required
2.B Building Coalitions

Core Competencies: Key attributes:

2.B.1 Influencing/
Negotiating

2.B.2 Political Savvy

2.B.3 Written, Oral and

Online Communications

2.B.4 Partnering, Networking

and Alliances
2.C. Self-Management:
Core Competencies: Key attributes:

2.C.1 Self Appraisal and

Analysis

2.C.2 Flexibility

2.C.3 Confidence

2.C.4 Judgement

2.C.5 Time Management

2.C.6 Programme, Project

and Professional
Management
2.D Leading Change
Core Competencies: Key attributes:

2.D.1 Continual Learning

2.D.2 Creative and Innovative

2.D.3 External Awareness

2.D.4 Critical Thinking

2.D.5 Resilience

2.D.6 Strategic
Thinker/Shaper

2.D.7 Vision/Visionary

2.D.8 Entrepreneurial

2.D.9 Global Perspective

2.E. Results Driven:
Core Competencies: Key attributes:

2.E.1 Motivation

2.E.2 Accountability

2.E.3 Customer Orientation

2.E.4 Decisiveness/ Execution

2.E.5 Problem Solving

2.E.6 Technical Credibility

2.E.7 Stakeholder Success

Focus
2.F. Business Acumen:
Core Competencies: Key attributes:

2.F.1 Financial Management

2.F.2 Human Resource

Management

2.F.3 Technology
Management

2.F.4 Industry/Sector
Knowledge

2.F.5 Business Situation

Versatility

2.F.6 Multi-Disciplinary
Functionality

2.F.7 Strategic Analysis

2.G Leading People:

Core Competencies: Key attributes:

2.G.1 Interpersonal Skills

2.G.2 Conflict Management/

Resolution

2.G.3 Leveraging Diversity

2.G.4 Integrity/
Honesty/Ethics

2.G.5 Team building/Trust

2.G.6 Empowering

2.G.7 Attracting/ Developing

Talent

2.G.8 Organisational
Awareness
Appendix A: Sample Completed Competences Table
If you have completed two sections related to two competencies your table should look like the
following (Competences 2.B.1; 2.B.2; 2.F.1 and 2.F.4 completed)

2.A Competencies Table

Competence Section
s
2.B 2.C 2.D 2.E 2.F 2.G
1 F N N N F N
2 F N N N N N
3 N N N N N N
4 N N N N F N
5 N/R N N N N N
6 N/R N N N N N
7 N/R N/R N N N N
8 N/R N/R N N/R N/R N
9 N/R N/R N N/R N/R N/R

Key: F = Fully Complete P = Partially Complete N = Not Completed N/R = Not Required
Appendix B: Sample of a partially completed template page
The key idea is to demonstrate that you have the knowledge, skills and personal
characteristics that meet the attributes required for each competency:

2.B Building Coalitions

Core Competencies: Key attributes:

Demonstrates a comprehensive knowledge and understanding of

the integrated nature of international business management and
administration. Promotes ideas and proposals persuasively. Shapes
stakeholder opinions and convinces others. Projects a positive
image. Works through conflicts and negotiates win-win solutions.
Shows evidence of employing different communications strategies
to achieve goals e.g. compromising or collaborating as appropriate.

As a Country Brand Manager my role frequent involves me in selling

(influencing) and agreeing terms of business (negotiating) with new
customers.

An example of a situation in which my competence was tested was in the

acquisition of a customer in the UK. Greene Stores is a medium-sized (30
stores) chain of organic and fresh food retail outlets located in the North of
England and South Scotland. The company has been a client of
Ballycullen for 10 years, so it was surprising when the company recently
opened three new shops in Wales and began to purchase frozen drinks
from a local, Welsh company (Dyffed Diets). The three shops had an
estimated annual demand for 1,000 units per month, at an average cost of
€1.50, so this represented a significant (€50,000+), missed sales
opportunity for Ballycullen.
2.B.1 Influencing/ Negotiating
I approached the company’s regional buyer to ask why they had switched
to another supplier and his response led me to summarise that they
wished to have a local supplier because it was perceived as being less
carbon-intensive to use. From by PPD Module I knew that it was
important to ascertain facts and I established a bargaining position on this
by discussing the fact that our fleet of delivery trucks had the lowest cost-
per-tonne delivered of any fleet of food companies in Ireland. As a bonus I
offered to reduce our prices below that of Dyffed Diets for a period of two
years. Our UK-market sales representative also added the manager to
our ‘VIC’ (Very Important Customer) list which ensured that he received
more frequent sales visits and was invited to client entertainment events.

The combined influence of hard facts and soft selling led to a trial, six
month of orders from the Welsh stores and I am continuing to develop a
stronger relationship with the client.

The most important learning from the situation was the need to establish
and counter-balance facts with more facts, and to recognize that
influencing and negotiation involve both formal and informal persuasion -
something I will utilize in future sales and negotiations.
Appendix C: Competencies

2.B Building Coalitions

Core Competencies: Key attributes:

Demonstrates a comprehensive knowledge and understanding of the

integrated nature of international business management and
administration. Promotes ideas and proposals persuasively. Shapes
2.B.1 Influencing/
stakeholder opinions and convinces others. Projects a positive image.
Negotiating
Works through conflicts and negotiates win-win solutions. Shows
evidence of employing different communications strategies to achieve
goals e.g. compromising or collaborating as appropriate.

Cultivates an active network of relationships inside and outside the

organisation, both face-to-face and virtually via business and social
media. Relates well to others (directors, senior managers, peers,
2.B.2 Political Savvy
colleagues, direct reports), and stays in touch with employees at all
levels. Intervenes, facilitates and mediates issues with other
stakeholders.

Makes use of a wide range of communications media including new

business/social media to communicate and collaborate with others.
2.B.3 Written, Oral and Delivers clear, convincing and well-organised written and oral
Online Communications communications and presentations. Projects credibility and poise even
in highly visible adversarial situations. Communicates using clear, fluent,
stimulating and original expression.

Develops networks and builds alliances. Engages in cross-functional

activities. Collaborates across boundaries and promotes open sourcing,
innovation and working between organisation, Finds common ground
2.B.4 Partnering, Networking
with a wide range of stakeholders. Utilises contacts to build and
and Alliances
strengthen internal and external support bases. Constructs new
networks and collaborates through alliances where required. Makes
wide use of face-to-face and virtual networks.
2.C. Self-Management:
Core Competencies: Key attributes:

Is constantly and objectively maintaining an intrapersonal dialogue.

Analyses own performance and demonstrates willingness to allow
2.C.1 Self Appraisal and others to evaluate. Compares and contrasts with peer groups. Shows
Analysis evidence of ongoing evaluation of cognitive, emotional and other
intelligences; personality; knowledgebase; skills; and other attributes.

Is open to change and new information. Adapts behaviour and work

methods in response to new information, changing conditions, or
2.C.2 Flexibility
unexpected obstacles. Adjusts rapidly to new situations warranting
attention and resolution.

Is self-motivated. Realistically appraises own strengths and

weaknesses. Maintains and projects confidence in all situations. Shares
2.C.3 Confidence
credit and visibility. Reframes and responds positively when not
supported by others. Actively maintains emotional intelligence.

Applies broad knowledge, understanding and experience when

addressing complex issues. Utilises extensive and detailed knowledge
of subject matter and demonstrates ability to apply it to the task.
2.C.4 Judgement Engages in extensive background reading and research to inform
decisions. Defines strategic issues clearly despite ambiguity. Takes all
critical information into account when making decisions and makes
timely and tough decisions.

Manages own time and time of direct reports effectively. Shows an

2.C.5 Time Management exceptional ability to structure and organise programmes, projects,
activities and events.

Demonstrates effective knowledge of programme governance and

2.C.6 Programme, Project
management, project management approaches, frameworks, models,
and Professional
techniques, tools and capabilities. Actively manages other
Management
stakeholders. Upholds professional standards.
2.D Leading Change
Core Competencies: Key attributes:

Continuously acquires new information. Carries out research

independently. Quickly develops understanding of new technical and
2.D.1 Continual Learning business knowledge. Measures own strengths and weaknesses.
Pursues self-development opportunities. Seeks feedback from others
and opportunities to master new knowledge. Is a knowledge creator.

Considers themselves to be a co-creator of the future. Demonstrates

creativity and capability for change. Develops new insights into
situations and applies innovative solutions to make organisational
2.D.2 Creative and Innovative
improvements. Creates a work environment that encourages creative
thinking and innovation. Designs and implements new or cutting-edge
programs/processes.

Identifies and keeps up to date on key national and international

policies. Continuously scans the macro-environment for social,
technological, economic, environmental and emerging trends that
2.D.3 External Awareness
affect the organisation and the role. Understands near-term and long-
range strategies and plans. Determines how best to be positioned to
achieve a competitive business advantage in a global economy.

Formulates effective strategies consistent with the business and

competitive strategy of the organisation in a global economy.
2.D.4 Critical Thinking Determines objectives and sets priorities. Anticipates potential threats
or opportunities. Adopts a critical and objective approach to analysing,
evaluating and making decisions.

Welcomes challenges and is open to new experiences. Deals effectively

with pressure and stress. Maintains focus and intensity. Remains
2.D.5 Resilience
optimistic and persistent, even under adversity. Recovers quickly from
setbacks. Effectively balances personal life and work.

Develops distinctive and imaginative strategies to achieve competitive

2.D.6 Strategic advantage. Translates broad strategies into specific objectives and
Thinker/Shaper action plans and aligns the organisation and team to support strategic
priorities.

Possesses a clear vision for the business or operation. Maintains a

long-term, big-picture, strategic view. Foresees obstacles and
2.D.7 Vision/Visionary
opportunities, generates ideas. Promotes entrepreneurship and
intrapreneurship.

2.D.8 Entrepreneurial Demonstrates entrepreneurship or intrapreneurship. Champions new

ideas and initiatives, identifies new business opportunities and makes
 them a reality, fosters innovation and risk-taking.

Keeps abreast of important trends that impact the business or

2.D.9 Global Perspective organisation (technological, competitive, social, economic), etc.
Understands the position of the organisation within a global context.
2.E. Results Driven:

Core Competencies: Key attributes:

Self-motivated and works autonomously. Is curious. Utilises a range of

intrinsic and extrinsic factors to motivate self and team. Anticipates
2.E.1 Motivation new opportunities to motivate self and others. Maintains a positive
outlook.

Assures that effective controls are developed and maintained to

ensure the integrity of the organisation. Holds self and others
accountable for rules and responsibilities. Can be relied upon to ensure
2.E.2 Accountability
that projects within areas of specific responsibility are completed in a
timely manner and within budget. Monitors and evaluates plans.
Focuses on results and measures attainment of outcomes.

Balances the interests of a variety of customers/clients. Readily

readjusts priorities to responds to changing market and client
2.E.3 Customer Orientation demands. Anticipates and meets the needs of customers. Achieves
delivery quality end-products and services. Is committed to continuous
improvement of services.

Assigns clear authority and accountability. Directs change while

maintaining operational effectiveness. Integrates and aligns efforts
2.E.4 Decisiveness/ Execution
across units and function. Monitors results. Tackles problems directly
and with dispatch.

Actively identifies and manages problems. Takes an organised and

structured approach to managing issues. Distinguishes between
relevant and irrelevant information to make logical decisions. Utilises
2.E.5 Problem Solving
appropriate techniques and tools to classify, analyse and evaluate
causes and effects. Provides rational solutions to individual and
organisational problems.

Understands and appropriately applies procedures, requirements,

regulations, and policies related to specialised expertise. Is able to
2.E.6 Technical Credibility make sound hiring and capital resource decisions. Addresses training
and development needs appropriately. Understands linkages between
administrative competencies and mission needs.

Sets and pursues appropriate goals. Drives for results. Demonstrates a

2.E.7 Stakeholder Success
strong commitment to organisational success. Works to do what is
Focus
best for all stakeholders (customers, shareholders, and employees).
2.F. Business Acumen:
Core Competencies: Key attributes:

Understands the meaning and implications of key financial indicators.

Manages overall financial performance of the organisation, function or
2.F.1 Financial Management
team. Uses financial analysis to create and evaluate strategic options
and opportunities.

Assesses current and future staffing needs based on organisational

2.F.2 Human Resource goals and budget realities. Uses merit principles to ensure staff are
Management appropriately selected, developed, utilised, appraised, and rewarded.
Takes corrective action when necessary.

Possesses an in-depth knowledge of existing and emerging

technologies. Demonstrates advanced application of digital and
technology and innovation skills including SEO, PPC, Social Media,
2.F.3 Technology Mobile and Email Marketing, Content Marketing, Data Analytics, AI,
Management Robotics, etc. Uses efficient and cost-effective approaches to integrate
technology into the organisation’s capabilities, strategy and business
model and improve operational effectiveness. Understands the impact
of technological changes on the organisation.

Knows what it takes to be successful in the industry/sector. Has a

2.F.4 Industry/Sector
thorough knowledge of the industry's history, structure, markets,
Knowledge
products, customers, and competitive environment.

2.F.5 Business Situation Knows how to get things done in complex, multilevel organisations.
Versatility Accepts and understands the nature of change.

Demonstrates a comprehensive knowledge of the disciplines and

functions studied during the master programme. Shows a general
2.F.6 Multi-Disciplinary appreciation of management and business matters beyond the studied
Functionality disciplines. Understands the role and interrelationship of each
organisational function. Demonstrates experience and skill in
managing cross-functional and organisational lines.

Identifies and defines external and internal factors continuously.

Formulates and defines effective strategies consistent with the
business and competitive strategy of the organisation in a global
2.F.7 Strategic Analysis
economy. Examines policy issues and strategic planning with a long-
term perspective. Determines objectives and sets priorities. Anticipates
potential threats or opportunities.
2.G Leading People:

Core Competencies: Key attributes:

Demonstrates authentic leadership. Is a team player. Builds

communities and centres of practice/excellence. Promotes a free flow
of information and communication throughout the organisation
2.G.1 Interpersonal Skills
(upward, downward and across). Observes and listens actively and
encourages open expression of ideas and opinions. Matches team
members to appropriate tasks. Supervises and mentors others.

Identifies and takes steps to prevent potential situations that could

2.G.2 Conflict Management/ result in confrontation. Manages and resolves conflicts and
Resolution disagreements in a positive and constructive manner to minimise
negative impact.

Recruits, develops, and retains a diverse, high quality workforce.

Manages it in an equitable manner. Leads and manages an inclusive
workplace that maximises the talents of each person to achieve sound
business results. Respects, understands, values, and seeks out
2.G.3 Leveraging Diversity individual differences to achieve the vision and mission of the
organisation. Has an interest in and is sensitive to different cultures.
Develops and uses measures and rewards to hold self and others
accountable for achieving results that embody the principles of
diversity.

Has a high level of awareness of civic, community, social, ethical and

environmental responsibilities. Establishes open, candid, trusting
2.G.4 Integrity/
relationships. Treats all individuals fairly and with respect. Behaves in
Honesty/Ethics
accordance with expressed beliefs and commitments, maintains high
standards of integrity. Promotes culture of honesty.

Plays a variety of leadership roles (authentic, driving, delegating,

2.G.5 Team building/Trust supporting, and coaching) as appropriate. Adapts style and approach
to match the needs of different individuals and teams.

Creates a climate that fosters development and excellence. Nurtures

2.G.6 Empowering
commitment to a common vision and shared values.

Attracts high-calibre people. Develops teams and talent with diverse

2.G.7 Attracting/ Developing
capabilities. Accurately appraises the strengths and weaknesses of
Talent
others. Helps others to learn and develop.

2.G.8 Organisational Understands how the organisation works, where the power coalitions
Awareness are and who controls them. Has a high level of awareness of risks.
Recognises strengths and weaknesses, opportunities and threats facing
the organisation. Has a comprehensive understanding of the value
chain and business model.