How Do You Know If You’re Ready for EL2?

For many Executive Level 1 employees, the prospect of moving into an EL2 role feels significantly different from previous career transitions.

The move from APS6 to EL1 often involves stepping into leadership responsibilities, managing teams, navigating complexity and developing a broader organisational perspective. The move from EL1 to EL2 introduces another shift in thinking. Leadership becomes less about managing your own team and more about creating the conditions that allow multiple people, projects and priorities to succeed.

Many people begin considering EL2 opportunities after successfully leading teams, delivering complex programs or spending time acting in higher duties roles. They may have developed confidence in their current role and started wondering whether they are capable of contributing at a broader organisational level.

Readiness for EL2 rarely arrives as a moment of certainty. It tends to emerge through experiences that expand influence, increase accountability and strengthen the ability to think strategically about organisational outcomes.

Your Focus Has Shifted From Managing Work to Shaping Direction

One of the clearest indicators of readiness for EL2 is a growing interest in organisational direction and long-term outcomes.

EL1 leaders are often heavily involved in operational delivery, project management and supporting their teams to achieve results. EL2 leaders continue to care deeply about delivery while also considering how work aligns with agency priorities, government objectives and future challenges.

Many people find themselves asking different questions:

• How does this work contribute to the agency’s strategic direction?
• What capability will we need in twelve months?
• What risks are emerging across the branch?
• What opportunities should we be preparing for now?

These questions reflect a broader perspective that becomes increasingly important at the EL2 level. The APSC’s Integrated Leadership System highlights strategic thinking, organisational capability and long-term planning as key aspects of EL2 leadership.

You Are Developing Other Leaders

Strong EL2 leaders invest significant time in developing the people around them.

Many future EL2s discover they gain genuine satisfaction from supporting the growth of EL1s, APS6s and emerging leaders within their teams. They create opportunities for others, delegate meaningful responsibilities and help people build confidence and capability.

The focus gradually shifts from asking “How can I solve this?” towards asking “How can I help others solve this?”

This represents an important leadership transition because organisational success increasingly depends on the capability of the people around you.

Your Influence Extends Beyond Your Immediate Team

Many EL1 leaders develop strong influence within their own teams and work areas.

Readiness for EL2 often becomes apparent when that influence begins extending across branches, divisions, agencies or stakeholder groups.

People seek your perspective on organisational issues.

You are invited into discussions about priorities, governance, resources and strategic decisions.

You find yourself building relationships across multiple areas and helping different groups align around common objectives.

The ability to build partnerships and create alignment across organisational boundaries is a significant aspect of EL2 leadership.

You Are Becoming More Comfortable Letting Go

One of the most challenging aspects of the transition to EL2 is learning to step further away from the operational detail.

Many high-performing EL1s have built successful careers through expertise, responsiveness and direct involvement. As responsibilities expand, success increasingly depends on empowering others and trusting them to deliver, this can require a different mindset.

The measure of success becomes less about the work you personally completed and more about the outcomes achieved through the collective efforts of your team.

Experienced EL2 leaders often describe spending more time setting direction, removing obstacles, building capability and managing relationships than completing technical work themselves. Discussions among APS leaders frequently highlight this shift from being “in the work” towards maintaining oversight and enabling others to succeed.

Acting Opportunities Can Provide Valuable Insight

An acting EL2 opportunity can be one of the most valuable development experiences available within the APS.

People often discover that the role involves balancing competing priorities across multiple work areas, supporting several leaders simultaneously and managing expectations from both above and below.

Many acting EL2s gain a deeper appreciation for organisational politics, resource constraints, workforce planning, stakeholder management and the realities of leading through uncertainty.

These experiences frequently make people more effective EL1 leaders because they return with a broader understanding of how decisions are made and how priorities are balanced across the organisation.

The experience can also provide valuable examples for future recruitment processes. Real examples of strategic leadership, organisational influence and capability development often carry significant weight during promotion processes.

Areas That Are Frequently Overlooked

Many aspiring EL2 leaders focus heavily on operational excellence and technical expertise within their specific work area. Several other areas often deserve equal attention.

Building Organisational Capability

EL2 leaders are expected to think about the long-term capability of their teams and work areas.

This includes workforce planning, succession planning, talent development and creating environments where people can perform at their best.

Developing Strategic Relationships

Influence at the EL2 level often depends on relationships rather than authority.

Building trust across organisational boundaries and maintaining productive stakeholder relationships can significantly enhance effectiveness.

Creating Space for Strategic Thinking

Many EL1 leaders spend much of their time responding to immediate demands.

Developing readiness for EL2 often requires creating space to think about emerging issues, future challenges and longer-term opportunities.

Understanding the Enterprise Perspective

Successful EL2 leaders develop an appreciation for how different parts of the organisation interact and contribute to broader objectives.

This perspective helps them make decisions that support organisational outcomes rather than simply local priorities.

A Practical Self-Assessment Exercise

Many people discover that they have stronger evidence in some capability areas than others. The exercise can highlight development opportunities, identify gaps in experience and provide valuable preparation for future interviews and applications.

The process also creates a practical development plan because it helps identify the experiences, projects and opportunities that could strengthen readiness for the next level.

Why the Move to EL2 Can Be Worthwhile

An EL2 role creates opportunities to influence organisational direction, shape culture, develop future leaders and contribute to outcomes on a broader scale.

Many people value the opportunity to think more strategically, work more closely with senior leaders and have a greater influence on organisational priorities.

The role can also be deeply rewarding because it creates opportunities to support the development and success of others.

For leaders who enjoy building capability, creating alignment and helping teams achieve meaningful outcomes, EL2 can provide a powerful platform for growth and contribution.

Preparing for the Next Stage of Your Career

Readiness for EL2 develops through experience, reflection, feedback and a willingness to broaden your perspective beyond immediate operational concerns.

My coaching supports APS leaders who are preparing for acting opportunities, considering promotion pathways, strengthening leadership capability or navigating significant career transitions. Coaching provides space to reflect on challenges, identify development priorities and build confidence for the next stage of your leadership journey.

For those preparing for APS recruitment and promotion processes, my book The APS Recruitment Game provides practical insights into recruitment processes, selection panels and presenting your experience effectively.

Developing the capabilities associated with EL2 leadership can strengthen performance, influence and organisational contribution regardless of when the next opportunity becomes available.

Preparing for the Next Stage of Your Career

The APS Recruitment Game explores how APS recruitment processes work, what selection panels are looking for and how to present your experience effectively during applications and interviews.

Choose the right support for your career stage

My coaching supports APS employees who are preparing for acting opportunities, considering promotion pathways, navigating leadership transitions or seeking to strengthen their leadership capability. Coaching provides dedicated space to reflect on challenges, identify development opportunities and build confidence for the next stage of a career.

The question of readiness often creates valuable reflection because it encourages people to consider the capabilities they are developing today and the contribution they want to make in the future. The experiences, relationships and leadership opportunities that support readiness for EL1 can strengthen performance and career satisfaction regardless of when the next opportunity arises.