The Senior Leaders Program (SLP) support team can include a:

  • coordinator
  • mentor
  • supervisor
  • peer.


As the coordinator, you’ll be the key contact person for the senior leader, both before they start and when they start at UQ. In the majority of circumstances this will be someone from the local HR Client Partnering Team.

The coordinators guide (DOCX, 429.7 KB) provides a timeline for which activities can be performed at different stages of the program, from pre-commencement through to 12 months. We have developed email templates for coordinators (DOCX, 407.8 KB) for when you are communicating with the new senior leader.

You’ll be responsible to:

  • oversee the program
  • make sure that activities are delegated and completed appropriately
  • meet their transition needs
  • customise the program to the senior leader’s needs.

The new senior leader's individual and program will depend on how they are moving into the position. Someone coming to us internally will have different needs to someone who has joined from outside UQ, in terms of understanding the work culture, governance arrangements, role processes and procedures.

An important first conversation to have with the new senior leader is their role in the SLP process. This discussion should also cover:

  • role and requirements
  • expectations of the role and the SLP program
  • preferred communication methods.

The new senior leader should expect an individualised program. They are, however, responsible for communicating any specific requirements to the coordinator and other key support figures (peer, mentor, supervisor).


As a supervisor, you’ll provide formal guidance and supervision.

The guide for supervisors (DOCX, 421.5 KB) provides a timeline for which activities can be performed at different stages of the program, from pre-commencement through to 12 months.

You’ll help the new senior leader understand:

  • the expectations of their role
  • how their role aligns to UQ’s strategic objects, values and culture
  • role requirements and responsibilities.
  • governance accountabilities and procedural information
  • recognition and development
  • connecting them to relevant contacts within the organisation (important sources of information for their role, or those they need to provide information to as part of their role).
  • having conversations around aligning strategy at all levels
  • providing value
  • providing opportunities for feedback and collaboration

You’ll help the new senior leader in their career progression and planning by providing opportunities for feedback, collaboration, and academic and professional development.

The supervisor should provide a:

  • position description
  • detailed description of the accountabilities, responsibilities, and governance role.

Conducting a needs assessment with other subject matter experts of the role helps you to gather this information into a handover document. The handover document will be an important resource for the new senior leader.


As a mentor, you’ll be a formal source of information and guidance for the new senior leader. Ideally, you’ll have extensive leadership experience work within the UQ context under our guiding governance structures, policies, and procedures.

You will:

  • support the high-level needs of the new Senior Leader
  • provide support and knowledge
  • assist with some day-to-day activities
  • act as a sounding board
  • support career progression
  • connect the new Senior Leader to other senior networks and mentors.

Contact Organisational Development for more information on being a mentor.


As a peer, you’ll be an informal source of information, knowledge and support for the new senior leader. You’ll be in a similar role or at a similar level and can assist with:

  • socialisation into UQ culture
  • understanding their role
  • introduction to relevant stakeholders
  • membership to communities of practice.