From Doing to Leading: The real shift when you step into SES

We often find ourselves chatting with people in our network about their career journeys – the highs, the lows, and everything in between. As former EL2s, we know firsthand that being a great EL1 doesn’t automatically make you a great EL2. And the same applies when moving from EL to SES. Too often, it’s seen as simply more of the same — when in reality, it’s a very different kind of job.

When we run our “Influencing” and “Building strategic partnerships” sessions as part of the Future Ready program for IPAA, we regularly meet EL2s who are thinking about that next big step. They’re curious about what it really takes to make the leap, and where to focus their development so they’re ready when opportunity knocks.

To dig a little deeper, we spoke with several Band 1 executives who had recently transitioned from EL2 roles. We wanted to move past the formal “work level standards” language and hear their real stories – the challenges, surprises, and lessons learned. What they shared was insightful, practical, and sometimes unexpected.

The Weight of Accountability

One of the biggest surprises for many new SES leaders is just how heavy accountability can feel. As a Director, your advice helps shape decisions but as an SES, the decision rests with you.

Even when it’s expected, the reality hits differently. Several leaders told us that seeing their name on ministerial briefs or committee papers suddenly made that accountability feel very real. Every judgement call now carried their signature, and its impact could be seen in staff morale, organisational culture, and even public policy outcomes.

For many, it sparked a new kind of pressure — the urge to second-guess decisions and the realisation that every choice sends ripples far beyond their immediate team.

• Autonomy: “You can make decisions autonomously. You don’t need to be checked in. It is really all on you“
• Accountability: “My name on ministerial correspondence made me second-guess my decisions more. Accountability was much more real“
• The Buck Stops Here: “There is no one protecting you. You have to back in your ideas and failures. You need to own your team’s mistakes“

The Loneliness of Leadership

Another striking theme is loneliness. While directors often have peers to confide in, SES leaders found fewer safe spaces to show vulnerability. Competition between executives, limited camaraderie, and the need to project confidence meant that many felt isolated. One put it simply: “Don’t trust anyone. How lonely it can be.”

Yet this loneliness also forced growth. Leaders leaned more heavily on their trusted relationships, tested their ideas earlier, and sought networks across agencies. It underscored a truth: in SES roles, resilience and relationships go hand in hand.

• Peer Competition: “There is SES camaraderie but there’s such competition between SES that it’s very difficult to show vulnerability to peers“
• Limited Confidants: “You can’t talk to subordinates and it’s difficult to talk to peers“
• Need for Support: “How much you lean in and rely on colleagues. Allowing them to test your ideas and judgement, because it can be really lonely“

Relationships are everything

While loneliness came up as a common theme, so too did the importance of developing a deep understanding of organisational dynamics and the art of strategic relationship-building. Every Band 1 leader we spoke with highlighted how critical their trusted networks were, not just in helping them get the promotion, but in providing honest advice, perspective and mentoring after they’d stepped up.

Investing in those relationships pays off. The most effective SES leaders know that technical competence alone isn’t enough – it needs to be complemented by political savvy, emotional intelligence, and the ability to navigate complex networks with confidence. Building and maintaining those connections isn’t a nice-to-have; it’s part of the job.

• Network Importance: “Use your networks, understand who your allies are and what their objectives are, and work together“
• Political Awareness: “Need to have really good political acumen – be apolitical but know how to frame things for the government of the day“
• Strategic Positioning: “I underestimated the power of my relationships. It’s about who you know“

From Doing to Influencing

“Only do the things only you can do“

Perhaps the biggest shift in moving from Director to SES is letting go of doing and stepping fully into influencing. Directors are often deep subject matter experts, closely involved in the day-to-day. SES leaders, on the other hand, need to lift their gaze, focusing on persuasion, strategy, and political acumen.

That means understanding what motivates others — peers, executives, ministers, and your own team — and adapting how you communicate to bring people with you. It’s no longer enough to be right; you have to be compelling. As one leader put it, “Decision-making should be the end of the process. Most of the work is in persuasion.”

This shift also demands a new kind of trust. Learning to step back and rely on your team to deliver. That’s not always easy, especially when your success so far has come from being great at the ‘doing’. And it’s even trickier if your promotion takes you into a new branch or agency, where you’re leading people who don’t yet know you. Building those relationships and establishing mutual trust takes time, but it’s essential. Only then can you truly operate at the SES level, influencing outcomes, not managing every detail.

• Technical vs Strategic: “EL2 level you often need to push things forward; as a Band 1 they have bigger consequences“
• Influence Over Authority: “The idea of power is illusionary. You have the choice to make a decision but if you haven’t brought colleagues along they will fight you“
• No more micromanagement: “The most significant shift in moving from Director to Senior Executive was learning to trust my team and give them the space to deliver—stepping away from micromanagement.” and “Only do the things only you can do”

A new perspective on leadership

For many of our Band 1 leaders, stepping into the SES wasn’t just a change in level — it was a complete shift in how they understood leadership. Their styles evolved, often out of necessity, as they adapted to new expectations and broader responsibilities.

• Collective leadership: “I have a lot more sympathy for the challenge of leadership. It’s a shared responsibility. The responsibility stops at the top but it’s a pyramid that needs you to support the people above you. My focus has shifted from managing the business to how I support leadership to drive the business.” “I understand the leadership challenge. I don’t expect them to have all of the answers anymore. It is more of a collective responsibility once you’re an SES. I am now more empathetic.”
• Growth out of discomfort: “One of the most valuable opportunities in my career was being appointed to an SES role outside the business line where I had previously worked as a Director. Without deep content knowledge or contextual familiarity in the new area, I had to let go of the detail and place greater trust in the expertise of my Directors. This shift allowed me to focus on strategic leadership and decision-making—core expectations of an SES in the APS. It was a pivotal experience that accelerated my growth and helped me embrace a broader leadership approach.”
• Real authority doesn’t come from a title: “I think positional authority alone is not enough. Without strong relationships, sound judgement, genuine care for people, and the ability to make clear decisions under pressure, that authority lacks credibility.”
• Thinking systemically: “You have to influence more broadly and recognise the interconnections between things more. You have to think beyond your own patch. I have trodden on toes and made people upset, but sometimes it’s just got to be done.”
• Know yourself: “You have to start out the way you intend to keep going in terms of your ‘brand’ – what kind of leader are you going to be?”

The Opportunity to Shape Culture

“The opportunity is your people.“

Despite the challenges, SES roles offer unparalleled opportunities to make an impact, especially on people. Our interviewees consistently highlighted building capability, creating positive cultures, and mentoring the next generation as their most meaningful work.

Many spoke of the “leadership shadow” – the realisation that their presence, words, and decisions profoundly shape the lives of staff. This visibility is both a privilege and a responsibility, reminding SES leaders that culture is fundamentally shaped by what they are seen to prioritise.

• Strategic People Focus: “The higher you go, the more you spend on people, and complex people issues“
• Culture Shaping: “At no previous level have I been able to influence the branch culture and you can decide and lead it every step of the way”
• Next Generation Development: “The greatest impact is on the next generation of APS. You can’t be what you can’t see” “Being able to build teams and create capability in your team. You have a choice every day about how you build and exploit your people – every choice you make either leans you into growing them or not. The opportunity is your people.”

The Biggest Barrier: Ourselves

While structural barriers like politics, timing, or biases certainly exist, most of our Band1s pointed to themselves as their greatest obstacle to getting their SES promotion. Imposter syndrome, excessive caution, or a lack of self-belief held many back.

Breaking through required demonstrating sound judgement, being visible as decision-makers, and, perhaps most importantly, believing they belonged. Supportive mentors, advocates in the room, and networks that provided honest feedback made the difference. Addressing limiting beliefs and building confidence was often more important than skill development.

• Imposter Syndrome: “My biggest barrier was me. I didn’t think I was good enough”
• Perfectionism: “I thought I needed to know everything, and I now know that I didn’t”
• Self-Doubt: “Self-doubt held me back. I worried about being pigeon-holed and I felt like I had to demonstrate that I could do more“

Advice to Your ‘Director Self’

We also asked our Band1s what advice they would give their ‘Director-self’. This is what they said:

• Be clear on your motivations. Don’t chase an SES role just for the title. If what you want is interesting work, you can absolutely find that as a Director. The SES level is about leadership, influence and culture — not just complexity or status. “Try acting first to see if it’s a good fit before you leap in.”
  As one leader put it, “People move up for the wrong reasons. Be really clear about what you want. If you dislike people, don’t consider moving to Band 1.”
• Own the role early. Even in acting roles, step up with confidence. Back yourself and show you can make decisions and lead with conviction. “Just take it as yours, own the position. Make decisions. Build relationships and show commitment“
• Use your networks. Relationships and mentoring matter as much as technical capability – don’t try to do it all alone. Find those people who will champion you when you aren’t in the room! “I always felt I had to prove myself, but I didn’t lean into my networks to get the support and mentoring I needed. I underestimated the power of my relationships. I felt like I didn’t need help and my hard work would shine through, but actually it’s about who you know. I needed to cultivate my relationships and expand my circle.”
• Change your mindset: Sometimes the promotion came with a realisation that they had to learn to let go. “Let things go, it is what it is. Don’t get worked up about everything. You have to take some risks and trust others judgement.”

“I was highly ambitious, took myself and my role very seriously, and approached decision-making with excessive caution. This mindset, while well-intentioned, held me back. It wasn’t until I allowed myself to relax, let go of the pressure, and trust my instincts that things shifted. Ironically, once I stopped striving so intensely, I was promoted to SES with far less stress and effort.”

• Know that you are not your job: Understanding your own value helps you make better choices about where — and with whom — you work. Several of our Band 1s found greater success and satisfaction when they stopped chasing what was expected and started pursuing roles that genuinely aligned with their values and strengths. “Be more discerning about who you work for. I spent a lot of time being grateful for being there but not recognising my own worth. Remember in job interviews that you are also interviewing them as much as they are interviewing you. My self-worth isn’t connected to winning a job.”

What Really Changes

The move from Director to SES is not just a bigger job. It is a different job. You let go of the detail. You spend more time on persuasion than action. You carry more accountability and, at times, more loneliness.

But for those who make the shift, the payoff is real. It is the chance to shape culture, influence the direction of government and develop the next generation of leaders.

That is the essence of leadership at this level – and its not for everyone. But for those that want to take the leap, there’s much to learn from those who have gone before you so reach out and start investing in those valuable relationships now!

** massive thank you to our interviewees for their time, reflections and honesty.