Contra indicators for each quadrant

Displays inconsistent behaviour and fails to keep commitments
Fails to understand or appreciate impact on others; does not consider situation from others’ viewpoint
Spends little time on personal and professional development activities
Exhibits aggressive, defensive, overpowering, bullying, or defensive behaviour
Does not lead by example or stand by own principles or spoken beliefs
Offers advice beyond boundaries of knowledge or experience
Applies preconceptions and stereotyping in dealings with others
Is unwilling to share expertise with others; or withholds relevant information, expertise or knowledge
Does not contribute willingly to the team and adopts a passive role
Refuses to acknowledge personal mistakes

Displays obstructive behaviours rather than progressive ones
Tends to apportion blame and accountability to others when things go wrong
Makes unrealistic promises about what can be delivered
Unwilling to recognise, or deal with, capability or performance issues in self or others; avoids difficult conversations and confrontation
Challenges others in a way that intimidates or undermines
Gives little time to the development of peers and colleagues
Shows stubbornness in the face of opposition, even when proved wrong
Shows general lack of confidence in own knowledge, abilities and judgements
Sits on the fence rather than taking a clear stand
Shows little consideration or respect for other colleagues
Fails to allow others to put in different views in meetings

Does not focus on a drive to improve service delivery
Is preoccupied with own or hidden agenda rather than the needs of staff, customers, clients or partner agencies
Doesn’t take into account local needs
Fails to appreciate the need to engage the support of stakeholders
Consistently works in isolation, pursuing own solution without involvement of appropriate stakeholders
Fails to build contact with people beyond own work area
Fails to recognise the value of diversity
Works in an unfocused way, failing to prioritise, keep track of progress, or adapt approach when deadlines, targets or standards are threatened or changed
Gives up in the face of obstacles and does not demonstrate a sense of personal responsibility for delivery

Obstructive towards learning or progress
Fails to see relevance of wider organisation issues, sector trends or contextual developments to organisation or role; fails to communicate these
Needs to know all the answers, rather than the right method of enquiry
Rejects ideas quickly or spontaneously without reflection or adequate insights
Is focused on the present and the past and has a low interest in emergent or future issues
Avoids long-standing, difficult or sensitive issues
Focuses on symptoms rather than causes
Fails to understand organisation decision-making processes (explicit or implicit) and how these translate into personal authorities
Overlooks inappropriate behaviour with regard to the organisation’s processes, values and expected behaviours