This capability is about supporting and championing change, and helping others engage with it.
That matters because government work changes constantly: systems, policy, priorities, structures, service models. Panels usually want to know whether you can do more than adapt privately. They want to see whether you can help work and people move through change in a constructive way.
That is why this capability is usually stronger when answered through a STAR-style example rather than a general statement about being adaptable. If you need a refresher on the structure, go back to our STAR Method Examples for NSW Government Applications.
What changes across the levels
- Foundational: adapts to change and supports implementation
- Intermediate: helps others understand and work through change
- Adept: actively supports reform and manages transition more deliberately
- Advanced: leads change across broader groups and handles resistance with stronger judgement
- Highly Advanced: champions major reform and creates conditions for lasting change
How to build a stronger example
Good examples often include:
- what changed
- how you supported implementation
- how you helped others understand or engage
- how you dealt with uncertainty or resistance
Example paragraph: Intermediate
When a new process was introduced in my work area, I adapted quickly and helped colleagues understand the practical changes to their day-to-day work. The challenge was that uncertainty about the new process was slowing confidence and creating inconsistent practice. My task was to support a smoother transition in the area I could influence. I shared information clearly, answered questions where I could, and stayed constructive while the team adjusted to the new approach. That helped the transition happen more smoothly.
Example paragraph: Adept
During a period of organisational change, I supported implementation by translating broader direction into clear practical steps for the team. The challenge was that people understood change was happening, but not always how it affected their own work. My task was to make the change more workable and less abstract. I listened to concerns, clarified expectations, and helped people understand both what was changing and why it mattered. That reduced confusion and improved engagement with the change.
Example paragraph: Advanced
In a senior role, I led a significant change process that affected workflows, responsibilities and stakeholder expectations. My task was to keep delivery stable while also helping people adapt to the new model. I communicated the rationale clearly, addressed resistance directly but constructively, and made sure the team had enough support to keep operating while adapting. That helped the change land more effectively and with less disruption than expected.
Final advice
Change examples are stronger when they show both practicality and leadership.
Panels want to see that you can help people move through change, not just survive it yourself.