About ACER

ACER Leadership Framework

Everybody at ACER can provide leadership in their day-to-day work.
The ACER Leadership Framework identifies a range of leadership behaviours.

Setting Directions
Leadership involves strategic thinking and planning for the future.

• monitoring external developments and evaluating their implications for ACER
• identifying opportunities for new approaches and areas of work
• identifying how work could be improved or done differently in the future
• securing the commitment of others to pursue future possibilities
•  setting goals, strategies and timelines for achieving plans

Pursuing Excellence
Leadership involves an ongoing search for new and better ways of working.

• setting and pursuing high standards in day-to-day work
• identifying and implementing ‘best-practice’ methods and solutions
• supporting and encouraging questioning, risk-taking and innovation
• working to improve internal systems and processes
• acknowledging excellence and celebrating success

Working Collaboratively
Leadership involves building highly effective internal and external relationships.

• contributing to highly effective, collaborative team environments
• promoting cooperation and cohesiveness and capitalising on expertise and synergies across ACER
• acknowledging and respecting the perspectives of others
• building and maintaining productive long-term relationships with external agencies, clients, suppliers and partners
• disseminating and promoting ACER’s work to external audiences

Supporting Colleagues
Leadership involves supporting and contributing to the development of others.

• actively promoting a learning culture in which everybody is expected to learn and develop
• providing opportunities for colleagues to learn and gain experience
• sharing own expertise, including by mentoring and developing the skills of less experienced staff
• developing an awareness of colleagues’ strengths, interests and expertise
• working to ensure that ACER has highly capable staff

Embracing Change
Leadership involves being open to change and leading change when appropriate.

• accepting change as a necessary aspect of organisational development
• explaining the reasons for particular changes
• leading change in areas of responsibility
• planning for change and communicating the implications of change to others
• monitoring and evaluating the implementation of change
• dealing constructively with inappropriate opposition to change

Developing Self
Leadership involves self-management, self-reflection and self-improvement.

• seeking regular feedback on own performance
• understanding own strengths and weaknesses and creating plans for self-development
• welcoming new challenges and opportunities for personal growth
• adopting a positive attitude to mistakes and the opportunities they provide for learning
• modelling openness, honesty, integrity and compassion