Plymouth Hospitals NHS Trust
Trust Board – Summary Report
Date of Board meeting: 28th June 2007
Organisational Culture Change Programme
Name of Report:
Vision and Values
Pam Spreckley, Consultant from Ducks in a Row
Edited: Christine Lloyd-Jennings, Director of HR
Approved and Presented by: Director of Human Resources
Purpose of the report:
The purpose of this report is to provide a brief overview of the initial action
taken to kick-start the organisational culture change programme within the
Trust over a three-month period (March - May 2007).
Trust Board to support continued investment in the Organisation Development
programme to improve leadership and staff engagement.
Behaviours Framework is used as basis for 360 degree appraisal for senior
managers as part of the leadership development programme. The new Trust
appraisal scheme to include behaviours framework to ensure staff are aware
of the core values and expected behaviours.
Relationship with the Assurance Framework (Objectives, Risks,
Controls and Assurance / Annual Health Check (Existing & new national
Leadership development is a top priority to achieve current standards. Staff
engagement and alignment will be crucial to being a successful Foundation
Trust with the challenges currently facing us in the new NHS.
Summary of Financial and Legal Implications:
Successful implementation of the OD programme will inevitably cost.
However, evidence suggests that investment in staff and the culture required
of a learning organisation, is strong differential between poor and successful
Equality & Diversity and Public & Patient Involvement Implications:
Staff that feel aligned to the organisation they work for are happier staff
which will impact on the quality of patient care. One of the values is to
Respect Others which underpins the objectives of the Valuing People Group
and our E&D agenda.
Other key issues with significant implications for the Trust:
This cultural change programme will address some of the concerns raised
by staff in the Staff Survey. It provides a real opportunity to change the way
we behave towards each other, the way we manage and to listen to the
views of our staff.
PLYMOUTH HOSPITALS NHS TRUST
Report to: The Trust Board – 28 June 2007
Report of: Director of Human Resources
Subject: Organisational Culture Change Programme
Status: For Information
A new era within Health is dawning; a time of change; a period of uncertainty
and the opportunity to meet the challenges of the 'new NHS'. The Executive
team, recognising the impact of this and the need to manage current and
future financial restraints and competing targets, chose to launch an
organisational culture change programme that would underpin all future
initiatives within Plymouth Hospitals NHS Trust.
They agreed that of the many definitions of 'Culture' the most appropriate to
guide this process was:
“Commonly held and relatively stable beliefs, attitudes and values that
exist within an organisation” (Williams, Dobson and Walters)
The programme's purpose would be to:
• establish 'current reality' (i.e. beliefs);
• identify a clear vision and direction for the Trust
• explore and establish a set of core values to guide achievement of the
• deliver a comprehensive long term plan to ensure the values were
'lived' and permeate the entire organisation, such that they
became part of the culture and 'how it is around here'.
This alignment process would include:
• development and implementation of a Behaviours Framework
• revision of all social and technical systems & processes and corporate,
departmental and individual objectives to ensure they were
underpinned by the values
• provision of ongoing training, development and support
• provision of a comprehensive Management and Leadership
• enhanced in-house capacity and capability to ensure the programme
was led and owned by the organisation
• formal means of address, if values were abused or compromised
• establishment of a Values Implementation Team to ensure ongoing
monitoring and evaluation of the process
2. INITIAL STEPS
A number of meetings were held with Executive and Trust Directors,
collectively and individually, to promote their understanding and gain their
commitment to the process in order that each:
• Fully appreciate the critical role they played in bringing about the
• Gain a perception of the current climate
• Capture their vision for the future
• Explore their own personal values and those values which they
believed were important from an organisational perspective and which
would support achievement of the vision
The resultant vision statement reflected their unanimous desire to be:
“Recognised to be the best in everything we do, providing leading edge
high quality health services delivered with courtesy and respect”
This was supported by a set of agreed core values:
• Put Patients First
• Take Ownership
• Respect Others
• Be Positive
To enable the vision and values to be finalised, it was further agreed that staff
representatives should be involved, after which the harder task of
implementation could begin. Vital Signs newsletter was used to inform staff of
the programme rationale & objectives; the outcome of the visioning exercise
and the process to be followed.
It was agreed that a number of two hour workshops would be run, with up to
45 people, randomly selected from each discipline across the Trust, invited to
The objectives of the workshops were to:
• Explain the rational of the programme and the importance of staff
• Capture individual perceptions [beliefs] of working for the Trust (See
Annex 1 - Beliefs Exercise: Questions)
• Share the vision statement and invite comments
• Share and gain feedback on the core values
• Identify behaviours to support the values
• Identify other ideas to support 'living the values'
The sessions took place week over a four-day period, commencing 30th April
2007, attended by 159 staff, comprising:
STAFF GROUP NUMBER ATTENDING
Junior Doctors 9
Estates and Support Services 4
Senior Managers (Band 7+) 21
Health Care Assistants 12
Allied Health Professionals 12
Registered Nurses 27
Senior Nurses Band 7+ 12
Consultants and Senior Medical Staff 4
Outcomes from staff sessions are reported in four categories:
4.1 Beliefs - a snapshot of how staff are currently feeling
4.2 Comments - regarding the Vision Statement and Straplines
4.3 Feedback - regarding the core values
4.4 Suggested behaviours - to support each of the core values
A brief explanation was given to all of the importance of beliefs when
identifying and attempting to bring about cultural change. Each individual was
given a list of questions (see Annex 1 - Beliefs Exercise: Questions) and
asked to complete in the context of their current perception of working in the
Trust. Completing the form was not compulsory, but those choosing to do so
were encouraged to be honest and open. Individuals were advised that the
exercise may indicate 'hot spots' to be targeted within the Trust. It would also
provide a benchmark against which to assess progress over the next 6 - 12
Only two individuals opted out of completing the exercise and responses were
recorded in matrix format for ease of reference. (See Annex 2: Outcomes of
the Beliefs Exercise: Staff).
The Executive and Trust Directors also completed the Beliefs exercise, the
outcome of which is recorded in Annex 3: Outcomes of the Beliefs Exercise -
Executive and Trust Directors, for comparison.
4.2. Vision Statement and Strap line
4.2.1 Vision Statement
The vast majority of staff felt able to subscribe to the vision statement,
although many felt there was still 'a long way to go' and also questioned the
long term commitment of the Executive team.
Minority views consisted of the following:
• That 'best' should not be included as it ''made the Trust look stupid as
it was not achievable'' and could be perceived as '"showing off"'. This
argument was countered by others who felt it was something everyone
should strive to achieve and a few stated they were 'insulted' by the
suggestion that it was something they wouldn’t want to do.
• Some felt it very important to add the word "Striving towards…."
• Some felt that "leading edge" should be changed to "excellent" or "high
• One individual felt that mention of car parking would be most
One individual expressed the desire to have the word 'safety' or 'safe'
included in the statement as she felt that this was of prime importance to the
patient. Her suggestion was:
“Recognised to be the best in everything we do, providing leading edge
high quality health services, safely delivered with courtesy and respect”
This view was supported by others in the individuals group and further
supported in subsequent groups.
4.2.2 Strap line
The following suggested strap lines were shared with each group:
National excellence delivered locally
Reasoning: National best standards on your doorstep
International excellence in the southwest
Reasoning: as above
Your Health. Our Passion
Reasoning: It identifies to individuals that our goal is to deliver the highest
standards of care.
Passionate about your health
Reasoning: as above
The most popular of the four was "Your Health: Our Passion" although
many who didn’t like it really didn’t like it! Some felt it sounded like the strap
line for a health club; many others dismissed it with vigour.
The second most popular was "National excellence delivered locally" but
again those who didn’t like it were vehement in their response - many stating
that it sounded like a strap line for a supermarket delivery service.
The least popular was "International excellence delivered locally"
During the latter sessions one individual suggested "Your Health: Our
Priority" which was well supported within the group and was the first choice
for many in subsequent groups.
4.3 Core Values
All staff felt they could subscribe to the four core values presented.
Some expressed concern that 'Put Patients First' could be interpreted by
patients that they could have everything they wanted, such as patient
transport. All agreed that clarification was required to avoid this assumption.
Numerous changes were suggested to the listed bullet points supporting each
value and a revised list is submitted for approval. (See Annex 4 - Core
Values: Final Draft).
4.4. Behaviours to Support Core Values
Staff were informed that the intention was to provide guidance for all Trust
employees of the behaviours expected, to be known as the Behaviours
Framework and would be incorporated into everyone's appraisal. Staff were
asked to write down behaviours that they felt supported each of the core
values. (See Annex 5 - Behaviours Framework: Draft One).
The Beliefs Exercise highlighted strong feelings of hurt, resentment and anger
amongst the staff who felt not valued, understood, supported and/or listened
to. For many, senior managers were seen to be remote, interested only in
themselves and pursuing targets & savings at whatever cost, irrespective of
the impact on staff and/or patients. To some they were feared, to others they
could not be trusted. Many staff shared the Executive team's view that the
size and complexity of the Trust hindered its ability to change and succeed.
Yet, where the Executives were generally optimistic about the future, some
staff shared feelings of hopelessness.
On a positive note, staff generally subscribed to the stated vision (with the
addition of the word "safely"), and there was unanimous support for the four
core values. Inevitably there was a cynical minority who held fast to their
negative viewpoint. However, although apprehensive, the vast majority of staff
expressed their cautious optimism for the programme's success. They
attributed their apprehension variously to: the failure of previous initiatives;
past negative experiences and personal observations of working within the
Bringing about a change in the existing culture and turning such negative
beliefs into positive, will take time, determination and effort and such
implementation should be immediate and sustained. This will serve to
maintain the current momentum and successfully nurture and grow the seeds
of hope and anticipation.
The recommendations are made with a view to ensuring the values permeate
the entire organisation so, over time, they become part of 'what its like to work
here'. They are based on previous experience and evidence of implementing
core values and incorporate many ideas and suggestions elicited from the
6.1 Communication Strategy
A clear communications strategy will be essential to ensure comprehensive,
ongoing communication across the Trust and beyond. It particularly needs to
demonstrate clear leadership from the top of the organisation.
A key part of this strategy is to raise early awareness amongst all staff (and
patients as far as possible) of the programme's aims, objectives, processes,
outcomes to date and future actions and implications for all. This should be a
combination of written information (e.g. Vital Signs), and face-to-face
meetings via road shows and/or through departmental team meetings. These
meeting have already started.
6.2 Behaviours Framework
The intention of the Behaviours Framework is to provide guidance as to what
behaviours are expected of those following the values. Once finalised,
possibly with the input of patients, it needs to be incorporated into every
individual's appraisal, so that everyone is assessed on not only what they
achieve, but how they achieve it.
The aim is to introduce 360 degree appraisal, based on the core values and
behaviours, for all senior managers. A new Trust appraisal scheme is
currently being developed which will also incorporate the behaviours
The Framework will also need to be incorporated into everyone's job/ personal
specifications and be integral to the recruitment and selection process for all
6.3 Objective Setting
The core values will need to be a central thread running through the objective
setting process so they underpin all strategic, departmental and individual
objectives. This will ensure equal emphasis on 'What' and 'How' things are
6.4 Review of Social and Technical Systems and Procedures
A Trust wide review of all policies and procedures will be necessary to ensure
they incorporate the values e.g. Trust Board decision making processes, HR
policies. Feedback from the Beliefs Exercise may help to focus upon priority
areas such as the disciplinary policy and process.
6.5 Development, training and support
Implementation of the values needs to be as supportive as possible and,
accordingly, individuals and teams need reassurance that help and support
are available if changes are necessary. The Behaviours Framework and
feedback from the Beliefs Exercise can be used to anticipate potential needs,
which fall into two categories: Management/Leadership Development and
6.5.1 Management/Leadership Development
Priority should be given to managers and leaders as they are the role models
of the cultural change and therefore need the competence and confidence to
effectively 'live' the values. Training in the following areas will be incorporated
in the management development programme:
• Appraisal skills
• Recruitment and selection
• Managing Performance
• Handling conflict
• Empowering staff - this would include creating interdependence by
articulating expectations relating to remit, responsibilities, levels of
authority and accountability; effective delegation; identifying and
addressing learning needs of self and others
• Recognising and positively managing stress in self and others
• How to reduce/avoid stress from an organisational perspective
• Giving and receiving feedback
• Coaching skills
The Trust already runs a number of personal development training
programmes accessible to all staff on the following subjects:
• Handling feedback effectively
• Managing difficult situations/ people
• Recognising and positively managing stress in self and others
• Building confidence and self esteem
6.5.3 Additional Support
In addition to the above support, consideration will be given to:
• Establishing Development Sets - these consist of 6 or 8 members who
self select into a group run by a trained facilitator. Meetings are 4-6
hours and take place every 6-8 weeks. The purpose is to provide a
safe environment where individuals are able to share an issue or
problem and gain support/help from other members.
• Setting up an internal coaching and mentoring scheme, using Trust
staff who are already trained or can be trained as a coach or mentor.
• Identifying and establishing a bank of external coaches where it may
be more appropriate for individuals to seek support from outside the
6.6 Means of Address
Throughout the sessions a recurring question was 'what action would be
taken if someone compromises or abuses the values?' Staff need to be
reassured that a robust system, underpinned by the values, is in place to deal
6.7 Monitoring and Evaluation
It is essential that the programme remains high profile for a substantial period
(e.g. up to 2 years), that its momentum is maintained and that it is formally
evaluated to assess progress (e.g. repeat the Beliefs exercise in 6 - 12
months time) and ensure that expectations/outcomes are achieved.
A Values Implementation Team will be set up, facilitated by the Director of
HR, tasked with achieving the above aims. Volunteers from within the staff
sessions have already come forward to take an active part in this process.
6.8 Building Internal Capacity and Capability
The culture change programme has to be led and owned by the Trust and
accordingly use should be made of the wealth of knowledge and experience
within the organisation to increase internal capacity and capability to facilitate
the ongoing implementation process.
6.9 Staff Ideas
The following is a summary of staff ideas for consideration, to support
implementation of the values.
• Regular visits to clinical areas - a strong desire from many staff was
for more of the Directors and Senior managers to see them in their
working environment and thereby experience true reality (as opposed
to "what they have been told")
• Patient Awareness Campaign - To avoid patient annoyance or
dissatisfaction, to run an awareness campaign relating to eligibility and
access to patient transport services.
• Blood tests - it is requested that the alleged practice of waking
patients at 4.30am to take blood so that the results are available for the
doctors ward round is stopped and a more suitable time for the patient
• Restructuring of Services - for staff to be kept fully informed when
changes are likely or will impact on their jobs e.g. Staff working in the
Freedom Day Case unit had heard through rumour only that it was to
close in July 07, not official channels.
• Ensure that all Trust meetings are underpinned with the values
• Ensure the values are a regular item on team meeting agendas - to
assess behaviours against the values and to explore what more the
team could be doing to implement the values.
ANNEX 1: BELIEFS EXERCISE
1. How are people rewarded?
2. How are decisions made?
3. How do you get on/progress in this organisation?
4. How are people punished?
5. What is respected?
6. What is not respected?
7. If this organisation was an animal, what would it be and why?
ANNEX 2: OUTCOME OF THE BELIEFS EXERCISE - STAFF
The matrix below captures comments received from a total of 175 staff comprising
157 individuals from the four-day sessions and 18 individuals from a workshop that
took place on the 18th April with LEAD and HR staff.
QUESTION COMMENTS No of
How are people Not rewarded 58
Praise/thanks (mostly verbal) e.g. from line manager, 41
colleague or patient
Access to promotion or education and training 17
Patients success, satisfaction, happiness 16
Extra work/ more responsibilities 7
Benefits e.g. pension, sick pay 7
Through appraisal 5
Not sure 5
Formally e.g. chairman's merit 3
Career progression 3
Other comments included: Respect from others,
encouragement, freedom to practice, moved around every
shift, in the 'in crowd', well, face fits, status, senior
managers get bonuses.
How are Top down 50
Crisis management/ reactive/ knee jerk 22
Discussed with managers/individuals/ peers 11
Based on financial targets 10
Collectively as team 8
Without consultation 6
Trust Board 5
Not sure 4
Small groups far removed 4
Other comments included: Under duress, personality,
through committees, secretly, inconsistently, by those not
doing day job.
How are people Not addressed: 30
punished? "No central co-ordination"; "unless taken to court by
client"; "managers afraid to confirm difficult
situations/people" "Bad doctors allowed to keep working
Formally through HR policy: "long exhausting process"; "a 22
joke, takes forever and there's so much red tape"; "slow
process itself is a punishment"
Sidelined, marginalized, ignored, ostracised 22
Unfairly, irrationally, inappropriately e.g. "Malingerers with 15
phased return to work"; "some just told 'don’t do it again'";
"named and shamed"
Inconsistently e.g. "Doctors/medical staff treated 14
differently"; "depends on grade/ staff type"
Talked to by line manager 9
Not seen any 9
By being victimised e.g. bullied, annual leave being 7
refused; given heavy patients to look after
Not sure 6
Moved sideways/elsewhere 5
Spoken to harshly, made to look foolish, talked down to 5
Sacked/ got rid of 4
Other comments included: appraisals; behind back
discussions; given more work; fairly; peer review/pressure;
through HR; through incident forms, state policy
How do you get 23
on/progress in Not what you know but who you know
Good education, training, self development 19
Work hard 15
By being a 'yes' person 13
Prove your ability to do a job well done 11
Be in right place at the right time 11
With support from line manager 10
Showing motivation and commitment 9
Not rocking the boat, learning the jargon, face fitting 9
Being visible/ getting well known 8
Meeting government targets 7
Don’t know 5
You don’t! 4
Other comments included: behave selfishly; specialise;
drift, limited opportunities; working as part of a team; by
applying; putting up a good fight; bugging/nagging others;
if do job badly; get promoted
respected? Hard work, long hours 25
Achieving government targets 21
Financial savings 14
Little or nothing 11
Clinical expertise 10
Asserting ideas/opinions 6
Embracing the Trusts view 5
Keeping head down and working as hard as possible 4
Position e.g. Chief Executive 4
Other comments included: Kindness; job well done; not
sure; senior management; good practice; politeness;
power/influence; saving money; dedication; time at desk
What is not Hard work over and above what is expected; the extra
respected? mile 27
Questioning or challenging 16
Difficult circumstances in which we work e.g. workload, 12
Staff at ground floor especially non clinical 9
Dismissive, rude or inappropriate behaviour 7
Personal lives of staff; work/life balance 6
Not supporting team 5
Quality of care 5
Clinical expertise 4
Individual beliefs/values 4
Missed targets 3
Other comments included: procrastination; honesty; new
ideas; cowards; educational input; praise; waste;
management; non performance, specialist knowledge;
ANNEX 3: OUTCOME OF THE BELIEFS EXERCISE -
EXECUTIVE AND TRUST DIRECTORS
As part of the preparatory stages, the Executive team and some of the Trust Directors
completed the Beliefs question exercise the results of which are included below:
QUESTION COMMENTS No of
How are people Praise/ feedback 4
Given more work 2
Through promotion 2
Training; Benefits; For failure; Recognised/spotted; 1
satisfaction of job well done; autonomy
How are decisions Varies at each level 5
Top down: Slowly 1
How are people Excluded 3
Other: Too soft; Demoted; Loss of autonomy; Formally 1
How do you get Achievement/ delivery 7
on/progress in this
Being visible 2
Being positive 2
Commitment and hard work 2
Other: Ambition; Relationships; Balance books 1
What is respected? Delivery 4
Positive attitude 4
Hard work 2
Other: Ability; Intelligence; Teamwork; Leadership; 1
Patient focus; Innovation; Consistency; Strategic;
Fairness; Clinical excellence; Need to meet targets
What is not Rude/bad behaviour 3
Negative behaviour 3
Others: Disloyalty; Short termism; Isolated management; 1
Bullying; Unwillingness to change; Prejudice; Do as little
as possible; Failure to meet deadlines; Poor time keeping;
Unfinished or shoddy work
ANNEX 4: CORE VALUES: FINAL DRAFT
PUT PATIENTS FIRST
• We treat patients as we wish to be treated ourselves - in a friendly, caring,
efficient, straightforward and safe manner
• We assess activities in terms of how they can improve services to the patient
• We always consider the impact on patients when making decisions/changes
and when designing processes and systems
• We consistently look to develop ways to improve the patients' experience/
care, based on evidence and/or experience
• We clearly and respectfully inform patients what they can expect and what is
expected of them
• We look out for each other and ourselves by being aware of the symptoms of
negative stress, and take steps to address in a supportive way
• We recognise the contributions of all disciplines and organisations to a
patient's pathway, in striving to achieve a seamless service to the patient
• We aim to do the best we can with the resources available
• We take responsibility for issues/ problems within our area of responsibility,
authority and capabilities and follow it through whenever possible
• If we see something wrong or not working we do something about it or tell
someone who can
• We seek to live within the resources available
• We are proud of what we do well and of our contribution to the Trust
• We identify what we need to know to do our job properly and take action
where there are gaps
• We are willing to hold up our hands when we do something wrong and learn
from our mistakes
• We treat others as we need to be treated ourselves, with dignity, courtesy and
• We are open, honest and constructive in our communications, respecting
different views, preferences, experiences, ideas and opinions
• We sincerely thank people for their contribution
• We consider the impact on staff when establishing rules, practices,
procedures, design of systems and/or making decisions
• We accept that rules and processes need to be followed by all irrespective of
their level/position in the organisation
• We seek to retain a 'can and will do' remaining solution focused not problem
• We aim to make a positive difference whenever we can
• We take action to reinforce positive behaviours in others e.g. by supporting
positive attitudes in colleagues (and not criticise or mock)
• We help colleagues to identify areas of support needed and assist them
where possible in helping to overcome
• We show appreciation to others who offer help and support
ANNEX 5: BEHAVIOURS FRAMEWORK - DRAFT ONE
PUT PATIENTS FIRST
• Treat patients as you would like to be treated yourself or how you would like a
loved one to be treated, with courtesy, dignity and respect and in a positive
and timely manner.
• Work with patients rather than on patients, and talk with and not at them.
• Be clear, concise, caring and friendly when giving information to patients,
always checking understanding and follow up in writing if necessary/
• Put yourself in the patients shoes, actively listen when seeking to implement
care or meet patients needs
• Be attentive to patients and deal with any concerns they may have in a
constructive and compassionate way.
• Aim to put patients at ease and always be confident and positive when
implementing patient care.
• Be flexible in working times to meet patient needs treatment and/or comfort
• Actively involve patients in their care and service planning as far as
• Always introduce yourself in a friendly manner to new patients
• Consistently ask yourself if the action/decision is in the best interests of the
patient and what is the implication to the patient in taking the action/decision.
• Be consistent with the message to the patient especially if working within a
multi disciplinary team.
• If unable to complete a task impacting on a patient, effectively communicate
the patient's needs to the continuing team/individual.
• Prioritise care given to patients to ensure patients safety
• Make sure that equipment and/or information is ready when required so
patients are not kept waiting e.g. for operations.
• Keep patients well informed about their care/pathway and when finding out
answers to patient's queries keep in regular touch with them (face to face or
by telephone) until the query is sorted.
• Seek to identify and understand processes/systems/roles that impact on what
• Take pride in your work, your profession and your achievements
• Be willing to admit when you make mistakes and learn from them to avoid
recurrence in the future.
• When you see something wrong or not working, proactively do something
about it and follow it through. If you cannot, report to someone who can.
• Be honest about your own limitations and seek help or support as necessary.
• When part of a team, share your ideas and thoughts with fellow team
members in an open, friendly and constructive manner.
• Challenge unrealistic expectations and offer options that are more achievable
in an assertive manner.
• Aim to do the best you can when carrying out your role and take full
responsibility for your actions.
• If you think you could do something differently which would improve a
situation or service, share with your team and/or line manager and be willing
to trial it if support is given
• Document all actions/treatments and when they were done and by whom.
• Regularly evaluate what you have done and see if you can improve how you
• When something needs to be handled urgently, deal with it in an assertive
and not aggressive manner and if necessary debrief afterwards.
• Always arrive in time for the start of meetings and if you cant - send word or
give advance notice.
• Provide support to staff in taking ownership:
- Clearly communicate to their remit, responsibility, authority and
- Identify and meet individual development needs to ensure they can meet the
responsibilities and demands of their role
• Encourage, be open and consider staff ideas, which may improve a situation
or service and provide support in helping to trial it if it is to be taken forward. If
not, make sure you give feedback to the person who suggested the idea.
• Manage staff performance issues in a supportive, timely and positive manner
• Involve staff in decision making on areas that may/will impact on them and in
a timely manner.
• Before calling a meeting, assess its appropriateness, who needs to be there
and ensure that all invited are aware of its purpose prior to the start.
• For Senior Managers: to spend time and be visible within clinical departments
of the Trust
• Treat others as you would expect to be treated yourself
• When asking others for their opinion, thoughts or ideas actively listen and
consider what they have to say and feedback what action you intend to take
or not take.
• Be open and truthful in your communication with others
• Show respect to all members of your team by actively listening,
acknowledging and considering their contribution
• Always greet others in a friendly manner irrespective of their role or position
within the Trust e.g. by smiling and saying "Hello"
• Do what you say you are going to do and if you are not able to, let the
people/person know and the reason(s) why.
• Praise and thank others for their individual contribution, especially when they
have put themselves out for you or others.
• If you have questions/concerns about someone's behaviour, how they
approach a task or how they deliver care, address this constructively with
them and in a private setting.
• Always use appropriate language when speaking with others e.g. no swearing
• If you feel strongly about something, argue your point in a constructive and
assertive manner e.g. without becoming personal or aggressive
• Provide support to colleagues who may be struggling, whenever you can,
especially if they are dealing with a difficult situation or issue
• Support and acknowledge others work commitments by giving timely requests
or dealing with issues in a timely way.
• Actively listen and consider staffs views/ ideas/ concerns and provide
constructive feedback on action or non action taken
• Be inclusive of all members of your team and value all contributions
• Effectively praise staff when the shift/day has been stressful or difficult, if they
have put in the extra mile and/or when been successful.
• Greet and acknowledge all members of your staff irrespective of their
• Be open minded to new ideas and ways of doing things
• Actively support change that benefits patients/staff
• Recognise and focus on changing the things you can and not the things you
• When faced with a big problem or issue, break it down into smaller chunks
and don’t be afraid to ask for help if needed
• Challenge others constructively if you feel they are compromising or abusing
the values and support those seeking to live or implement the values
• Acknowledge when things go well, give praise for achievement and learn
from it, likewise acknowledge when things don’t go so well, reflect and
assess how it could have been done better
• Use appropriate humour when appropriate e.g. to lighten a difficult /tense
• Always look for the good and positive in others, and if criticism is necessary
give this constructively
• Aim to see the glass half full not half empty e.g. adopt a positive 'can do'
• Enjoy and celebrate others successes and achievements
• Constructively challenge negative perspectives whilst striving to find
• Help to build the self esteem of others by giving positive feedback and
suggesting ways to improve their outlook
• Show an interest in your colleagues and what they do, always seeking to
explore ways of supporting each other to provide a better service.
• Give praise and encouragement to staff, especially at the end of a difficult or
• Make time for your staff, especially if they have concerns/issues or need help
• Lead by example in following the values
• Be accepting of individuals not succeeding and give effort and support to
motivate the individual to try again
• Regularly celebrate successes and achievements in your area