At SCGV, we seek colleagues who embody the following mindsets – shared attitudes, perspectives and approaches that shape how we work and tackle challenges.

1. We act with urgency: Our mission helps save lives. We have a duty to provide our support to children and their communities as swiftly and effectively as possible.

2. We question convention: SCGV is an organisation of entrepreneurial problem solvers, always in search of better solutions and ways of working. We invite passionate but respectful debate and act with healthy inquisition and collaborate in pursuit of transforming impact for children.

3. We push past possible: We are tenacious and optimistic in our problem-solving. We know great impact requires us to go outside our comfort zones. We set goals that go beyond what we believe is possible in the near-term and we continue to push ourselves even when our goals are met, adjusting our approach as necessary based on evidence. By thinking big, we increase the chances for the greatest possible impact for Save the Children’s mission.

4. We exercise wise judgement: We make thoughtful decisions despite ambiguity, using sound reasoning, evidence, insights and experience. We identify root causes and get beyond treating symptoms. We think strategically and can articulate, through actions, what we are, and are not, trying to do. We make decisions based on the long term, not near term.

5. We pivot fearlessly based on evidence: We put results for children first, and we use data to tell us when and where our work can be most impactful. Any decision or position we take can be changed based on new, better information. We are highly adaptable and unafraid to admit when we are wrong and change course, always prioritising what’s best for children in the long-term over any specific product.

6. We get things done: While we are simultaneously both doers and strategists, we have a bias to action. We pay attention to detail without letting go of the bigger picture. We use our time smartly, flowing between strategy and execution to achieve tangible outcomes.

7. We take smart risks: We cannot change the world for children and their communities without boldly taking risks. We take great care to understand both the upsides and downsides of any opportunity and take calculated action when potential benefits far exceed possible drawbacks, always ethically and within the bounds of law.

8. We unblock barriers: In order to do our best work, we must be nimble. We exercise agency and minimise unnecessary bottlenecks and bureaucracy, challenging traditional power dynamics that can undermine the effectiveness of our work and that of local partners. We are hyper efficient, and our systems and practices should support and not hinder achieving impact. We proactively seek out and remove processes that do not serve our goals. We look to digital innovation to improve our efficiency and results and push other to do the same.

9. We are always learning: We approach our work with a curious mindset, relentlessly seeking information. Having a learning mindset brings us new opportunities to get smarter and innovate faster and to embrace learning from failure, not just success. We actively seek out diverse and alternative perspectives from each other, our partners and the world around us. We are always willing to share our learning and mentor others.

10. We are supportive colleagues: We embrace a work culture where we genuinely care for, teach and help one another, supporting colleagues in their professional development, work-life-balance and a sense of belonging. Together, we create an inclusive environment that nurtures collaboration and provides the emotional security necessary to challenge convention and spark innovation.

11. We are effective communicators: We are concise and articulate in our speech and writing. We tell engaging stories. We are good listeners and seek to understand before reacting. We maintain calm poise in stressful situations to draw out the clearest thinking. We avoid unnecessary jargon and adapt our communication style to work well with people who may not share our financial expertise, lived experience, native language or world view.

12. We behave like owners: No matter our role, our primary responsibility is to achieve Save the Children’s mission and the best outcomes for children. Our goals require us to leave egos at the door, acting with humility to prioritise collective results for children above any personal needs to be right or validated.