This self-assessment explores the actions you could be taking which typically reflect the behaviour of a valued and impactful business partner. While this report will not guarantee you are carrying out business partnership activities in a way that builds trust and engagement, a strong score indicates you are maximising the chance of this occurring.

On completing this assessment, you will receive a report that provides feedback relative to the six key behaviours we observe in excellent business partners;

Stakeholder Centric: Putting stakeholders (partners) at the centre of business activities and the design of output to suit their needs,

Deliver Results: The capacity to manage resources effective to achieve results, including overcoming any potential obstacles that arise in delivery.

Building & Maintaining Partnerships: Partnering with others to drive successful outcomes; building and maintaining effective relationships

Coach, Facilitate, Consult: Positively challenge the thinking of others by coaching, facilitating or exploring perspectives on issues and opportunities to achieve best outcomes for key stakeholders (partners).

Accountable: Takes action to ensure outcomes are met; holding self and others to account in the 'value chain' relied on for results.

Collaborative: Working jointly with others towards a common goal. Sharing knowledge and experiences with others and leveraging knowledge to achieve objectives. Also, displaying openness to new ideas and opportunities to raise performance.


Complete the form to commence the assessment and finish all questions to receive your report.

When you are working on an important, value-adding project; how often is this project something you have co-developed with key stakeholders to solve a business challenge, as opposed to a request for you to complete the project as a reaction to a stakeholder's request with limited input from you in exploring the original problem the project is set out to solve?
Do you proactively share insights (unknown information that relates to achievement or progress towards strategic goals) that directly relates to your stakeholder's objetives and anticipated needs?
In business meetings with key stakeholders, how compelled are you to contribute through quality questions or key insights to focus on better outcomes and decisions for the business (not just your department or specific individual needs)?
Would your key stakeholder(s) describe you as collaborative and a team player that constructively contributes and explores possibilities?
When you consider your key stakeholders and their role, would you be confident enough to manage their role for a week in their absence and navigate the responsibilities and issues that could develop in that time?
Are you known for "stretching" your role to focus on strategic business objectives? Stretch is a term used to describe creating or taking on new work or projects beyond your normal workload.
Do you regularly make time to explore where you can reduce 'business as usual' activities to run more value-adding activities (e.g. at least every quarter)?
Do you create regular time in your work to reflect on problems or issues within your department to shape better ways of working or delivering value to the business (excluding those that require specific qualification or authority)?
Could you explain the difference between 'business as usual', enabling and value-adding work to someone else in your team?
Are you a role model for positive, constructive ideation, and proactively embracing changes that your stakeholders are seeking, even if it can lead to new challenges?
Do you find you are saying "no" to additional work or prioritisng partnership with your stakeholders because you are working on regular deliverables or "business as usual" tasks?
Do you shape meetings with a clear agenda and outcome that you are seeking to achieve and help attendees reach the "next step"?
Do you make regular time to consult your stakeholders about anticipated issues that are likely to impact their success and achievement, from the lens of your function?
When presenting or exploring the highest priority issues relevant to performance or strategic objectives, are these well-understood and acted upon by your key stakeholders? (Note: highest priority would only be selected issues that significantly impacts performance objectives)
Do you demonstrate the skills to facilitate or coach stakeholders to a conclusion or solution to a problem without explicitly telling them what to do?
Can your stakeholders tell that you know how to pace and lead a conversation and organise the way you communicate appropriately based on the situation you find yourself in?
Do your key stakeholders come to you for advice or guidance before significant decisions where your input and knowledge are likely to be valuable (or where you and your team's work will be impacted by the decision)?
Would your key stakeholders describe you as a good listener?
Do you have methods, frameworks or models that you apply to build a deep understanding of stakeholder needs?
Do you develop stories, metaphors or models to help your stakeholders understand concepts that are in your area of subject matter expertise?
Do you believe your key stakeholders value your availability more than the insights you provide?
Do you use an appropriate balance of data or written communication with verbal and face to face communication with your key stakeholders that you know works for their needs?
Would your key stakeholders describe you as empathetic?
Do you actively make time to help your team prepare and plan for their engagement with stakeholders?
Have you adjusted your communication and engagement strategies to suit their preferences and ways of working?
Are you asked to complete work that your key stakeholder(s) thought should have been done without asking?
In your work, do you identify the key objectives and purpose of tasks to ensure they are optimised?
Do you share insights (unknown or new information that relates to achievement or progress towards strategic goals) with your key stakeholders that is acted upon or used to solve a problem?
Do you believe your key stakeholders value your effort more than outcomes?
Can you articulate three tangible outcomes you have delivered specifically for your stakeholder that has unlocked value (in line with their business objectives) over the last 6 months? (Value can be measured by performance improvement, better utilisation of resources, progress or achievement of a strategic outcome, achievement of a KPI, or unblocking a problem that has impeded their achievement of KPIs)
Do you personalise or develop bespoke solutions for your key stakeholders to ensure the solution is relevant, easy to understand and helps them solve the challenges they are working on in their business (as opposed to standardised solutions)?
Would your key stakeholders describe you as creative or a good problem solver?
Do your key stakeholders trust you and your team for "getting things done" accurately?
Do your key stakeholders trust you to help them with critical decisions related to their performance?
Do you make regular time for your key stakeholders to explore where you and your team can change or improve to help them achieve better results?
Are you able to work with less-than-ideal data, systems or tools and still find ways to deliver useful insights to your stakeholders?
Do you see business problems or challenges as an opportunity to make a difference?
How often do you feel your credibility is compromised with an important stakeholder for providing materially inaccurate or misunderstood information from systems or data you provide?
Using the feedback shared by key stakeholders in your exploration of 'better partnership', do you actively take this and develop solutions to address their needs and the relationship?
Do you understand the communication preferences of your key stakeholders?
Do you actively form new relationships across your organisation, outside of your current team, to support you and your team in solving common or related business challenges?
Do you believe your key stakeholders understand the time and resources it takes for you to deliver value in your role?
Would your key stakeholders describe you as a partner and someone they seek for insights in your area of expertise?
Do plan and make time to engage with your stakeholders specifically to develop the relationship you have beyond standard business conversations?
Do your stakeholders feel you are available and accessible?
Do you proactively form alliances and collaborate with other department to accelerate and improve the impact of change or improvements?
Do stakeholders come to you more for advice or consultation on strategic or tactical decisions as opposed to fixing administrative, data-focused or accuracy issues?
Do you believe your team or function is seen as 'less important' than other functions that provide a service to the business?
Do you put yourself in the shoes of the stakeholders you serve to ensure you are positioning your engagement and work in a way that is most impactful?
Do you understand the key challenges that your key stakeholders face in achieving their strategic goals and related milestones they are seeking to achieve in the next 6 months?
Do you find you work on important work projects or deliverables, only to be told it was done incorrectly and required a large degree of re-work?
Can you clearly articulate the strategic goals and KPIs of your key stakeholder's role?
Can you identify the single most important KPI or challenge that key stakeholders are trying to overcome today?
How often do you demonstrate flexibility and reprioritise 'business as usual tasks' to focus on the highest priorities of your key stakeholders and their business' objectives?
Would your key stakeholders describe you as flexible or agile, if they were asked?
Do you use tools or other resources to help engage and educate your stakeholders of important information in a way that they find it easy to digest?
In working with most of your stakeholders, do you understand how they are "feeling" about their role and career?
Do you know your key stakeholders so well, that you can anticipate or plan for potential complications that impact you, the team and the business you both operate in?
Do you share knowledge with other team members to help them solve stakeholder problems or challenges?
Do you regularly tap into the knowledge of other departments to get their input on initiatives?
In the last twelve months, have you initiated any projects that engages a diverse range of staff members (outside of your core function) to solve a broader business issue?
Do you find it difficult to get things done with other teams or departments?
Are aspects of your work impacted negatively by other departments that don't understand what you are working on?
Do other departments see you or your team as a blocker or resistant to coming up with a solution that suits their needs?
Do you appreciate the strengths of others in your team or broader business, and use these to solve problems?
Would members of other departments that engage on a regular basis describe you as curious?
In the last 6 months, have you agreed to test a new idea or concept that other teams in your business believe would make their role easier or increase performance?
Are you comfortable negotiating and agreeing on changes that increase your capacity to deliver value to your stakeholders?


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