Tell us about a recent good or bad cultural experience and what made it so Can you tell us about a time when you’ve had to develop complex partnerships to deliver a strategic outcome ? How did you approach it? How would you ensure you and your team operate in a way that aligns with the Nolan principles (selflessness; integrity; objectivity; accountability; openness; honesty and leadership) Can you tell us what your understanding of good governance is and why it’s important for a cultural organisation? Tell us about a time when data and evidence has challenged your assumptions or perceptions: did it change any of your actions? Senior Relationship Managers can be expected to take a lead on strategic work that is beyond their area of expertise or comfort zone. Can you give us an example of how you have undertaken this kind of role, and what do you believe were the critical factors in doing so effectively? Can you tell us about a time when you’ve had to have a difficult conversation with partners outside of your own organisation: how did you approach it? What was the result?