Role profile library
Predefined role profile
IT managers
The behaviours this profile measures, drawn from the great{with}talent job library and occupational research. Download the full competency-based interview guide to assess them.
The full interview guideCompetency-based questions, follow-up probes and a 1–5 rating form for each behaviour — ready to print or run on screen.
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Behaviours assessed — 5 priority competencies
1
Effectively Executing the Task
Translates strategic goals into clear objectives and plans. Focuses on key priorities and ensures these are clear to others. Delivers high quality outcomes to time and budget. Regularly reviews progress and ensures appropriate risks and controls are in place
Why this matters for IT managers: IT delivery is plan-execute-measure heavy — budgets, schedules, risk and control, service delivery KPIs (uptime, MTTR, incident volume). SFIA Level 5 'plans the work of self and others'; CMI 'executing operational delivery'. Position 1 reflects the operational reality of IT management.
2
Making Sound Business Judgements
Makes sound decisions and commits to action based on the evaluation of complex information and consideration of alternative scenarios. Quickly cuts through the detail to identify the real issues, develops contingencies to deal with unexpected issues as they arise
Why this matters for IT managers: Tech choices, vendor decisions, build-vs-buy, security investment, architectural calls. SFIA management bands name decision-making. Material commercial consequences rest on IT manager judgement — the wrong vendor or wrong architecture compounds for years.
3
Building Positive Working Alliances
Proactively builds a wide network of internal and external stakeholders. Encourages cooperation between different groups, whilst being comfortable expressing disagreement and handling conflict. Ensures the needs of key stakeholders are met
Why this matters for IT managers: IT manager sits across all business functions — finance, HR, ops, sales, customer service all rely on IT. SFIA L5+ 'communicates fluently and reasons effectively'; DDaT 'works with stakeholders'. Cross-functional credibility is the force-multiplier.
4
Leading the Way for Others
Creates a clear and compelling vision of the future, devolving accountability for delivery to the right level whilst offering appropriate levels of support. Drives performance through regular, honest feedback and by building a climate of openness and trust
Why this matters for IT managers: Multidisciplinary IT teams — developers, infrastructure, security, support, business analysts. Often global, often distributed, often hybrid. Modern IT leadership is people-leadership-heavy; technical credibility helps but is not sufficient.
5
Embracing Change and Ambiguity
Challenges the status quo, producing new ideas and approaches to improve performance. Open to new ways of doing things and modifies their approach to meet changing demands. Comfortable working without clear guidelines and rules, taking the initiative rather than waiting for direction
Why this matters for IT managers: IT is continuous transformation — cloud, AI/ML, cyber threat landscape, digital workplace, regulatory change (GDPR, AI Act). The IT manager who cannot operate in change does not last. SFIA at higher bands emphasises change leadership as a defining capability.