Organisation: Department of Human Services
Job Title: Service Support Manager / Service Centre Manager / Program Manager
Word Limit: Maximum 250 words per response
Location: Various
Service Delivery
Able to deliver results and bring issues to resolution whilst continuing to lead, motivate and drive
goal-oriented large teams by gaining project ‘buy in’ from all relevant stakeholders, I am focused and
confident, conceptualising new tactics and bringing ideas to life through designing the mechanisms
for implementation, and inspiring others to assume a group-focused mentality whilst working
together towards strategic and organisational goals.
A natural leader in thought as well as in action, with a strong focus on provision of high standards of
service to internal and external customers, I pride myself in adopting the missions and goals of my
employer and acting to further organisational objectives. I lead by example consistently delivering
courteous and efficient service to both internal and external customers at all levels.
This capability was demonstrated in my most recent role as Associate Director Sales Contact Centres,
Optus Consumer Group Sales between August 2013 and April 2015, on realising that staff had no clear
structure or platform from which to communicate freely or share information inter-departmentally.
To combat this I led a project installing a multi-faceted platform called ‘Yes Control 3’. This
information-sharing system was used by frontline teams as an internal forum – here we found that
staff were now able to cross promote, communicate between business functions, support each other
with knowledge-sharing and to the benefit of staff and our external customers, increase customer
service outcomes. This is evidence of my ability to lead, direct, and support staff to achieve business
outcomes.
SC2: Shapes Strategic Thinking
Having embraced the benefits of learning of, participating in, and leading successful management
strategies, I understand the potential for improvement that modern business employs to practice the
management of change and I champion change for the benefit of all involved. Key lessons I have
taken from my observations include the importance of ensuring that staff are aware of the strategic
planning process and the ways in which future changes will affect them.
Evidence of my aptitude to drive strategic thinking can be seen in my role as Associate Director Sales
Contact Centres, Optus Consumer Group Sales when during consultation with senior colleagues about
performance management tools I realised that our current processes were considerably outdated and
that we required a better system throughout the business. We required a system capable of
recording, diagnosing and reporting that could be relied on as a whole-business skill-based
assessment tool. I investigated many available systems and sourced relevant functionality from each,
which I presented to a team from our in-house IT department.
Together we built an easy to use, functional businesscentric performance management system that
could use our data to perform a skill-gap analysis that is now available to every senior leader,
company-wide. This system became a highly commended tool for monitoring performance, managing
particular issues and skill-gaps to provide specific incident-related feedback that was then used in a
performance management environment with their subordinates. This demonstrates my solid
capabilities to shapes strategic thinking.
SC3: Achieves Results
My leadership in driving change through process and procedural implementation has been
demonstrated throughout my career, and has been acknowledged by colleagues, industry
stakeholders, and clients on a national and international level. Dedicated to creating effective
solutions and quality services, my record of accomplishment for successfully leading diverse
multidisciplinary teams to deliver high-levels of customer services, has resulted in strong business
outcomes.
These solid skills delivering results whilst managing change and ambiguity can be seen in my role as
Manager Business Performance and Operations with Optus SMB Sales between January 2010 and
December 2011. Here, on the first of each month new proposed sales and service targets were
delivered to all staff across the business. These initial targets gave teams a figure to focus on and
deliver against whist knowing that the end ‘number’ might move and change without notice.
My challenge was to successfully positively engage a diverse team of 70 staff in a supportive manner
whilst continuing to set targets carry out work force planning, reporting and analysis. At times a re-
calibration of targets was required which carried a shift of focus and end-goals. Effectively, I led by
example with an open and approachable communication style that ensured my teams were aware of
any changes as soon as they appeared. This offered individual and team challenges that resulted in
fortuitous rewards and acknowledgement. By being open and honest I inspired trust. This clearly
demonstrates my ability to manage ambiguity and change and support others through the process.
SC4: Cultivates Productive Working Relationships
My interpersonal style is friendly, approachable and inquisitive and I am able to effectively
communicate professionally with all levels of staff, clients and stakeholders. I enjoy environments that
champion input, accountability, information sharing and respect for each other and display a natural
ability to put people at ease, which assists in a smooth and happy working environment. My client
base has been formed from various types of stakeholders and so far has included subordinates, peers,
superiors and customers within the Sales and Marketing realms, including national and international
suppliers, on-sellers and external training companies.
Often, I am required to present detailed information on departmental and company-wide business
vision goals and targets via email, over the phone and in face-to-face situations. Consistently, I have
received positive feedback regarding my keen listening ability and my innate interpretation skills to
easily obtain others’ requirements by asking detailed and specific questions based on their individual
case.
Taking great pride in my ability, I aim to consistently provide accurate, relevant information that is
easy to understand and when communicating via email or over the phone regularly check that my
communication is clear and that I am easy to understand. Additionally, I ask my colleagues to clarify
any unclear instructions so that we are all on the same page and this removes possibilities of any
miscommunication, ensuring monthly management, audit and financial reports are productively
completed by due dates. I am confident that this successfully displays my ability to cultivate
productive working relationships.
SC5: Exemplifies Personal Drive and Integrity
Throughout my career I have honed solid communication skills to actively participate in occupational
safety, health and environment processes, and work-place disputes; including mediation in
conjunction with Fairwork Australia. Success in these environments requires specific people
management skills, great empathy and deep integrity. In the position of Channel Manager, Onshore
Telesales with Optus between December 2011 and July 2013, I was seconded to Sydney for a period
of three months and in my absence, a team leader was stepped up into my role.
This and another team leader – who had been a previous peer, began to clash which quickly escalated
into a serious conflict involving a claim of bullying. I was asked to return to mediate and was able to
work closely with Fairwork Australia, both TL’s and their leaders to resolve the issue. Thankfully, both
parties kept their respective roles and managed to learn to appreciate each others strengths. Leading
such a positive outcome was personally very rewarding and I received much positive feedback from
my own leaders on the sensitive and mature approach I had taken.
To me, integrity and accountability go hand-in-hand with personal growth and to this end I have
continued to learn and apply techniques attained through attending the Emotional Capitalist – The
New Leaders presented by Roche & Martin in 2013 and leadership development courses by Blanchard
International, which have equipped me to maximise sustainability and positively reinforce critical
leadership skills. All of which demonstrates my personal drive and integrity.
SC6: Communicates with Influence
Being an outcome-focused professional with a great customer service attitude, my desire is to work
within an environment that utilises these qualities at both the client contact and technical level
required to maintain consistent professional working relationships with a large spectrum of both
internal and external stakeholders. My keen abilities to think ‘outside the square’ and lead with
ingenuity were displayed in my most recent role as Associate Director Sales Contact Centres, Optus
Consumer Group Sales when I was presented with a challenge around staff rostering and a sudden
drop in numbers of availability of staff for certain times of day and days of the week.
On investigation I was able to ascertain that some of our team members were of the Muslim faith and
whilst they were very happy in their job roles, their rosters were not necessarily accommodating their
required time to pray. As we did not want to lose our valuable team members we needed to ‘shake-
up’ our rosters and create shifts that would accommodate both work and prayer – including a quiet,
respectful area that could be used by all staff for prayer or reflection. My decision to install a multi-
faith prayer room that was available to all Optus staff and was well received and I was very pleased to
learn that our staff now felt more valued and part of a greater work ‘family. The above clearly
demonstrates my ability to engage effectively and sensitively with all stakeholders.
