Understand the model as a whole. Groupings help organise related concepts. Capabilities describe distinct aspects of how people approach work; behavioural indicators explain different levels of expression.
A role brings the context. A role may draw on capabilities across several groupings. Role Builder recommends a relevant set from the eligible library; it does not assess every capability or treat one responsibility as one capability.
How role matching works This explorer reflects the current active library. Names, groupings and descriptions may evolve as the model is refined. Saved assessments may reflect an earlier version.
26 of 26 capabilities
Adapting Achievement Drive Brings sustained energy and ambition to goals, including ones that are demanding or competitive. Sets and seeks demanding targets rather than comfortable ones, and stays engaged when the work is hard or progress is slow. Pushes for more than what was asked for, treating the bar as a starting point rather than a finishing line. View capability Emotional Regulation Manages own emotional responses in real time, especially under stress, conflict, or ambiguity. Recognises emotional triggers as they fire and selects a measured response rather than reacting on impulse, withdrawing, or freezing. Keeps composure visible in heated moments, with reactions not leaking into tone, pace, or body language. View capability Flexibility Adjusts approach, plans, and methods readily when circumstances change. Treats new direction or shifting priorities as a working condition rather than a disruption that requires recovery time. Re-orients quickly even when change is unwelcome or imposed, and helps colleagues through the transition rather than slowing it down. View capability Learning Agility Absorbs new information, methods, and concepts rapidly and applies them to unfamiliar problems. Looks for the principles behind things rather than just the surface, and transfers what they learn into the next situation rather than treating each as new. Seeks out unfamiliar territory rather than relying on what they already know, and treats being wrong as the fastest route to learning. View capability Resilience Recovers quickly from setbacks, criticism, and prolonged pressure without sustained drop in performance. Sustains output and energy through extended stress without showing wear in tone, pace, or quality. Reframes adversity as something to absorb and move past rather than dwell on or spiral into worst-case thinking. View capability Self-Insight Reads own strengths, gaps, and how behaviour lands on others accurately, matching how peers and reports would describe them. Takes in feedback without filtering or dismissing it, including the parts that are uncomfortable. Can name and discuss specific habits and tendencies in own behaviour, not just sense them privately. View capability Visible Self-Development Actively tells people what they are working on and asks for feedback on it regularly. Sets development as a public commitment to manager, peers, or coach, in language they can repeat back and check on. Returns to those people to update progress, including setbacks, rather than developing in private. View capability Thinking Analytical Thinking Interprets numerical information and data accurately, and uses it as a foundation for decisions. Spots patterns and anomalies in data, and is honest about what the numbers do and do not actually support. Grounds arguments in evidence the data can carry, and pushes back when others draw conclusions the numbers do not support. View capability Commercial Acumen Understands how the business actually makes and protects money, and uses that understanding to shape decisions. Reads commercial signals like margin, cost, market shifts, and competitive moves, and translates them into implications for current choices. Weighs commercial impact of decisions explicitly, rather than treating financial consequence as someone else's department. View capability Critical Analysis (Evaluation) Breaks complex problems and information into components to identify causes, evidence, and what actually matters. Distinguishes symptoms from root causes, weighs the quality of evidence, and tests competing explanations against the data before settling on a conclusion. Drives to root causes rather than stopping at the first plausible explanation that fits. View capability Figural Matrix Reasoning Figural matrix reasoning is the ability to induce an abstract relational rule from a partially complete figural matrix and apply it to select the completing element. Items are language-free and knowledge-free by design, so performance depends on rule induction rather than acquired vocabulary or domain knowledge. Scored dichotomously against a single keyed answer; distractors are constructed to catch specific reasoning errors rather than to be arbitrarily wrong. View capability Ingenuity Generates original solutions to problems where conventional answers do not fit. Combines knowledge from different fields, takes calculated risks on unproven ideas, and pushes past the obvious next step to find something better. Moves novel ideas through to implementation, not just generation, so creative insight actually changes how the work gets done. View capability Judgement Makes sound decisions with the information available, even when the picture is incomplete or the timing is tight. Weighs logic, data, experience, and risk together, and is willing to commit to a call rather than wait for certainty that will not come. Matches confidence to the evidence, willing to back a call hard when warranted and willing to revise when new information warrants it. View capability Strategic Vision Takes a long-term view that runs in years and decades, not quarters. Integrates market signals, competitive moves, and longer-term shifts into a coherent direction for the business or team. Tests current decisions against where the business needs to be in three to five years, rather than only against this quarter's targets. View capability Relating Building Relationships Establishes and sustains productive working relationships across levels, functions, and time. Creates warmth and trust quickly in new relationships, and invests effort in keeping connections alive between transactions and across role changes. Treats relationships as ongoing rather than as means to a current end, so the connection itself is the work, not just the outcome it produces. View capability Collaboration (Teamwork) Contributes fully to joint work, sharing information, delivering on commitments, and supporting others to do the same. Reads team dynamics and actively manages the conditions for the group to succeed, surfacing tensions, bridging differences, and lifting morale. Puts the team's outcome ahead of personal credit or individual standing. View capability Communication Conveys ideas with clarity, structure, and economy across written and verbal channels. Adapts register, detail level, and medium to fit the audience and the moment, and listens as actively as they speak. Aims for the audience landing the message, not for the elegance of the delivery. View capability Influence (Negotiation) Moves others toward agreement by understanding their underlying needs and crafting paths between competing positions. Reads the room and adjusts approach in real time, knowing when to push, when to concede, and when to walk away. Preserves the working relationship through disagreement rather than winning at its expense. View capability Interpersonal Sensitivity Reads other people's emotional and social signals accurately as they happen, picking up on tone, body language, and what is left unsaid as much as what is said. Adjusts approach in real time based on what the other person is showing, rather than continuing with a prepared script. Stays outwardly focused on understanding the other person, not on managing own image or delivering a message. View capability Executing Decision Prioritisation Allocates own and the team's attention to the decisions that will have the most impact, and de-prioritises or delegates the rest. Distinguishes urgent from important, settles low-value choices fast so they do not crowd out high-value ones, and revisits priorities as conditions change. Treats own attention as a finite resource to be invested where it matters, not a default response to whoever asks last. View capability Execution (Implementation) Delivers what they said they would, when they said they would, to the quality they said. Maintains focus on the current task without getting pulled by competing demands or shiny new work. Treats commitments as firm rather than flexible, so colleagues can plan around what they say they will do. View capability Organisation Translates goals into structured, realistic plans with clear milestones, owners, and timing. Anticipates obstacles, accounts for dependencies, and builds plans that hold up when conditions shift rather than collapse at the first surprise. Plans at the level of detail the work actually needs, neither over-engineering simple work nor under-planning complex work. View capability Performance Tenacity Pursues goals through repeated rejection, slow progress, or extended cycles without losing momentum. Adapts approach based on what is and is not working, while continuing to advance toward the same objective rather than abandoning it. Knows when continued effort is worth it and when to redirect, rather than either giving up too early or chasing a goal that's no longer worth it. View capability Process Discipline Applies policies, procedures, and ethical standards consistently, including when corners would be easier to cut. Raises concerns when processes are being bypassed by others, rather than letting it pass for the sake of expediency. Combines compliance with practical judgement, knowing when a process needs to be followed strictly and when escalation is the right move. View capability Leading Decisive Leadership (Directing Action) Sets clear direction for the team, makes the call when the team needs one, and owns the consequences. Delegates the work to the right people with the right authority, and holds people accountable to what they signed up for. Backs people to own their work rather than reaching down into it, while making clear what they will be accountable for. View capability People Development Invests in the growth of others through specific, timely feedback and deliberate development opportunities. Has the hard conversations early rather than letting performance issues fester, and tailors development to each individual's motivations and gaps. Treats developing others as part of own work, not as time taken away from it. View capability