Valuing a service ethos; curious about how to improve services and patient care; behaving in a way that reflects the principles and values of the NHS
Leaders create a shared purpose for diverse individuals doing different work, inspiring them to believe in shared values so that they deliver benefits for patients, their families and the community
- Turning a blind eye
- Using values to push a personal or ‘tribal’ agenda
- Hiding behind values to avoid doing your best
- Misplaced tenacity
- Shying away from doing what you know is right
Staying true to NHS principles and values
Do I act as a role model for belief in and commitment to the service?
Do I focus on how what I do contributes to and affects patient care or other service users?
Do I enable colleagues to see the wider meaning in what they do?
Holding to principles and values under pressure
Do I behave consistently and make sure that others do so even when we are under pressure?
Do I inspire others in tough times by helping them to focus on the value of their contribution?
Do I actively promote values of service in line with NHS principles?
Taking personal risks to stand up for the shared purpose
Do I have the self-confidence to question the way things are done in my area of work?
Do I have the resilience to keep challenging others in the face of opposition, or when I have suffered a setback?
Do I support my team or colleagues when they challenge the way things are done?
Making courageous challenges for the benefit of the service
Do I have the courage to challenge beyond my remit even when it may involve considerable personal risk?
Do I take the initiative and responsibility to put things right outside my remit if I see others fearing to act?