Choose a segment on the wheel to learn more

They work hand-in-hand with our Values to describe what great leadership looks like at BAT. They also create focus on the skills needed to achieve our Corporate Strategy. Embedding the LCs into development plans, feedback & learning helps us talk the same leadership language. This makes it easier for us to own our development, embrace new challenges and lead for impact.6 capabilities across Inspiring People, Confident Growth, Future Focused4 leadership layers to cover all experience levelshelpful ‘watch-outs’ to show how the capability can be over/under usedAnd universal descriptors 'Beyond Borders & Functions' in the spirit of Truly Inclusive

Developed by employees across global BAT, the Leadership Capabilities are simple, engaging and targeted.

BEING ADAPTABLE

SELF

OTHERS

MANAGERS

BUSINESS

HOW I LEAD MYSELF…

I am flexible and confident to find a way forward through unknown and changing environments

BEYOND BORDERS AND FUNCTIONS

Conveying stability and direction in evolving or uncertain times Embracing change and taking decisions and actions without a clear path forward Finding opportunities in the unknown and guiding the organisation to capitalise on them Asking the right questions and anticipating any future organisational challenges

Constructively tackling problems with no clear solutions or outcomes Clarifying and progressing situations when information and objectives are unclear Remaining calm and productive through change, reassuring & helping others with uncertainty Integrating various inputs to make effective decisions, communicating complex problems simply to others

HOW I LEAD MANAGERS…

HOW I LEAD THE BUSINESS…

HOW I LEAD OTHERS...

Exchanging strategies for navigating uncertainty, promoting adaptability and resilience

Being flexible and supportive to colleagues, helping them to adapt and make decisions if things are unclear

Seeking direction if unclear Progressing tasks before all the details are known Recognising the benefits of change, responding productively to shifting priorities Focusing on data essential to understanding problems, separating the problem from the symptoms

(Select the Leadership level that most applies to you)

Coaching others in solving problems and accomplishing goals without complete information Embracing ambiguity and change, helping others adapt, remain productive and motivated Developing nimble plans fit for a wide range of risks and contingencies Encouraging critical thinking for complex problems, helping others find solutions

I am flexible and confident to find a way forward through unknown and changing environments

Fostering an environment where colleagues can openly collaborate on solutions to unclear situations

Makes conclusions or acts without enough data & there is a high level of risk Favours new and risky solutions at the cost of proven ones Doesn’t respect that others may need more clarity before they act

Struggles to make progress when things are unclear or uncertain Delays moving forward without every detail Appears stressed when things are uncertain Only operates effectively when things are structured and predictable

WHEN THERE ISN’T ENOUGH

WHEN THERE’S 
TOO MUCH…

DEVELOPING PEOPLE, TEAMS & CULTURE

WINNING BUSINESS INSIGHTS

DRIVING RESULTS

THINKING STRATEGICALLY

CHALLENGING THE STATUS QUO

Sharing learnings and team expertise beyond functions, supporting high performance

Monitoring my own and others’ performance, praising success, making changes necessary for a strong team Including others and seeking opportunities to participate on cross-functional teams Encouraging open discussion with different perspectives and communicating why the work is meaningful and important Being constructive, sharing suggestions and opportunities to help others continue to develop and achieve

Creating a culture where others feel energised about achieving goals, and rewarding team accomplishments Ensuring the right mix of team skills and individual strengths & guiding others to build successful teams Understanding others’ motivations to engage and connect them to their work Championing learning and new skills, coaching and mentoring others, and encouraging them to own their development

Connecting work to the vision and purpose, driving common goals and team spirit Creating systems and processes that support cross-functional collaboration, setting the example by working effectively with other leaders Building a cohesive leadership team that drives organisational goals and success Driving lifelong learning, sponsoring company-wide initiatives to grow people and skills and personally taking on stretch assignments

I invest in building strong teams, help others to develop, and enable a progressive & inclusive culture

Embracing a culture where everyone can be a mentor and coach, nurturing shared learning and growth

Celebrating team successes company-wide to help motivate and unite colleagues

Supporting positive morale, team spirit and giving credit to others Sharing my progress and offering help to others to drive overall team success Understanding and reinforcing the team’s common goals, priorities and values Seeking a broad range of development options to enhance skills, showing enthusiasm for learning.

May focus so much on team behaviour that results may suffer May not develop individual leaders Builds too strong a team identity that it becomes exclusionary, making it hard for new members to enter and other teams to collaborate with them

Doesn’t create shared goals or harness the wider team to solve challenges Fails to see morale, recognition and belonging as key ingredients for effective teams Prioritises and rewards individuals too often over team achievements Doesn’t set or distribute assignments in a way that encourages teamwork

Doesn’t understand how our business works Lacks awareness of current and future policies, trends and information affecting BAT Unaware of how strategies and tactics work in the marketplace. Work is detached from business drivers and goals

Overdevelops or depends on industry and business knowledge and skills at the cost of personal, interpersonal, managerial and leadership skills Decisions don’t link external context to internal reality and lack external benchmarking

I use business and industry knowledge to achieve our Better TomorrowTM purpose

Using my business and industry knowledge to guide decisions and my work, and educate others Scanning our marketplace regularly and keeping others informed of industry updates Using different sources/channels to keep up with business developments Understanding how my actions relate to our business goals and finding new ways to contribute

Sponsoring processes and opportunities for team collaboration with different functions and regions for a full understanding of the business landscape Using thorough business and industry knowledge, foresight and trends to guide and enhance our decisions and initiatives Building relationships and shaping the industry by participating in external conferences and meetings Helping to steer the business successfully through internal and external politics

Understanding more about our business and how it can be successful Following industry developments and trends Monitoring any news linked to my work or expertise Checking how my choices and actions may affect the business

I use business and industry knowledge to achieve our Better TomorrowTM purpose

Trusting my team to use their business insights to guide decisions Ensuring my team understands and discusses relevant industry developments Encouraging information sharing across BAT and making other functions part of any decisions and plans Using insights and trends to drive critical business activity

Collaborating with colleagues from different functions/regions for a full understanding of the business landscape

Helping colleagues see how their daily activity contributes to our wider purpose

Updating colleagues regularly on industry insights and market trends to align efforts with our purpose

Wants results at all costs – no concern for people, teams, process, or possibly norms and ethics Persists unreasonably, even when facing near insurmountable obstacles Puts too much pressure on themselves and others to achieve the impossible

Reluctant to push for results Makes the minimum effort, performs inconsistently Gives up easily; doesn’t offer alternative strategies Often misses deadlines. Procrastinates around whatever gets in the way.

Helping others learn to prioritise, plan and order their work clearly Anticipating and resolving potential bottlenecks and delays to work, challenging unproductive behaviours Setting high standards for myself and others, using every available resource to deliver efficient, high quality work Lining up teammates and teams and stressing the importance of achieving results underpinned by our values

Empowering others to prioritise their work and own outcomes Leading others to persist with challenges and remain productive, not settling for poor performance Balancing planning with urgency while using the right tactics to deliver the right results Creating a focus on sustainable results, that supports our business strategy and encourages continuous improvement

I deliver the right outcomes and encourage a culture of high performance

Communicating clear objectives that the organisation can plan to achieve Inspiring the organisation to drive forward in difficult circumstances Persisting with good plans despite adversity, while changing them swiftly when required Focusing myself and others on results that have clear, positive and sustainable impact on business performance

Understanding what’s important and meeting my objectives Remaining focused through obstacles or setbacks Keeping up the effort to meet goals and deliver results, identifying ways to be more efficient or improve outcomes Exploring and putting into practice ideas to better coordinate with others

Collaborating with colleagues on clear objectives and actionable plans

Problem-solving across functions to overcome obstacles and achieve our goals

Helping colleagues overcome challenges and succeed through resilience and determination

I share my views constructively and come up with new and better ways of doing things

Sharing new and useful ideas that challenge our work Seeking exposure to new ways of looking at things Learning and applying innovative methods, tools and technology Asking questions and welcoming input from others to develop creative ideas

Offering and supporting the development of innovative ideas Encouraging others to openly express their views including new ideas and solutions Exploring alternatives to overcome obstacles and find solutions Applying expertise in unique or innovative ways

Sharing my learning journey, encouraging others to do the same

Recognising and celebrating innovative ideas, even if they are not successful

Challenging the organisation to generate and apply innovative ideas and solutions Committing resources and capitalising on new opportunities for a strong innovation pipeline Championing learning and experimenting for a culture that prizes creativity and innovation Removing barriers to creativity and innovation

Inspiring others to be creative, listening to their ideas and giving constructive feedback

Empowering others to express ideas constructively and tackle challenges in new, better ways Ensuring different perspectives are embraced for innovation Nurturing and developing promising ideas, taking appropriate risks Sharing learning from successes and failures

Rejects established methods and always pursues new ideas – even if they are inefficient or unreliable Spends too much time and effort on creative ideas, not action Overcomes others with their unusual ideas

Stays inside their comfort zone, rather than trying new ways to look at things Presents ordinary, conventional and outdated ideas Prone to criticising or discouraging others’ creativity and ideas

Championing alignment between daily activities and strategic objectives

I look ahead to future possibilities and take steps now to shape our path

Exploring and anticipating future scenarios to help us respond to change and shape what comes next Developing and integrating strategies from across the organisation for sustainable competitive advantage Creating clarity around our purpose, vision, strategy and values, and role modelling commitment through hard times Revisiting and updating strategies as market dynamics and organisational needs change

Considering how to keep improving my team’s performance Understanding how my work fits into our bigger picture and strategy Understanding how my actions can link to key business drivers and contribute to success Being aware of trends and issues that may impact my future work

Encouraging others to think critically and strategically by asking thought-provoking, challenging questions

Taking a long-term, big-picture view of our business Driving team efforts aimed at creating sustainable value Bringing our purpose, strategy and values to life, and reinforcing ways to achieve them Creating strategies that make the most of competitive advantages and emerging trends

Encouraging others to reflect on past decisions and outcomes, driving continuous improvement

Considering how future developments may affect the team/organisation Balancing activities that will have the biggest strategic impact on the organisation with day-to-day activities Explaining clearly our vision and purpose, recognising the efforts of others to support them Making decisions informed by industry and market trends

More comfortable focusing on the ‘here and now’ Contributes little to strategic discussions Lacks a coherent view of different developments

May be seen as too theoretical May present too distant a future view of the business, difficult for others to follow Perhaps impatient with day-to-day tactical issues Could overcomplicate plans