Display resilience and courage is about more than being “tough”.
In the NSW framework, it is really about how you respond when things get difficult, uncertain or uncomfortable. It covers openness, honesty, adaptability, persistence and how you behave under pressure. In applications, candidates often answer this badly by reaching for generic lines about working well under pressure without showing what that looked like.
That is why this capability usually comes through much better in a STAR-style example. If you need a refresher on that structure, go back to our STAR Method Examples for NSW Government Applications.
What changes across the levels
- Foundational: open to new ideas, speaks up, adapts, stays respectful when challenged
- Intermediate: raises issues more confidently and works through challenges without losing focus
- Adept: gives honest advice, handles challenge more professionally, and looks for alternatives
- Advanced: responds constructively in high-pressure or unpredictable situations and leads through ambiguity
- Highly Advanced: creates a culture where openness, persistence and genuine debate are normal
The big jump is this: lower levels are mostly about how you cope and respond. Higher levels are about helping others stay steady, open and constructive as well.
How to use the behavioural indicators
If the role needs this capability at a lower level, your example should show adaptability, honesty and composure.
If it needs Adept or above, you usually want an example where:
- the issue was not simple
- there was tension, pressure or resistance
- you stayed constructive
- you raised the issue rather than avoiding it
- you helped move things forward
What stronger examples usually include
To lift an example to a higher level, look for:
- uncertainty, not just workload
- a genuine challenge or opposing view
- honest but professional communication
- persistence through resistance or ambiguity
- stabilising others, not just managing yourself
Example paragraph: Intermediate
In my previous role, a change to our reporting process created confusion across the team and led to inconsistent outputs. My task was to keep the work moving while expectations were still being clarified. Rather than waiting for the issue to settle itself, I raised the problem early, asked questions to clarify the intended process, and adjusted my own approach quickly as the guidance evolved. I stayed calm while the process was still being worked through and helped keep the work moving until the revised approach was confirmed.
Example paragraph: Adept
During a period of organisational change, I was responsible for coordinating work across several stakeholders who held different views about the best way forward. The challenge was that there was pressure to keep moving, but also real disagreement about the approach. I gave frank and practical advice about the risks in the proposed option, listened carefully when others challenged that view, and worked through alternatives with them rather than becoming defensive. That helped us land on a workable solution and maintain progress during a fairly unsettled period.
Example paragraph: Advanced
In a senior coordination role, I supported a team through a highly pressured issue where timelines, stakeholder expectations and available information were all shifting quickly. My task was not just to manage my own response, but to help others stay effective as well. I remained clear and constructive, gave honest advice about the implications of different options, and helped the team stay focused on what could be controlled. By keeping discussions practical and steady, I helped reduce escalation and supported a more confident response across the group.
Final advice
Do not confuse this capability with sounding fearless.
Panels are not looking for drama. They are looking for signs that you can stay useful, honest and constructive when things are difficult.