Inspiring shared purpose

What is it?

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

Why is it important?

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

What is it not?

  • Turning a blind eye
  • Using values to push a personal or ‘tribal’ agenda
  • Hiding behind values to avoid doing your best
  • Self-righteousness
  • Misplaced tenacity
  • Shying away from doing what you know is right

Essential

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?

Proficient

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?

Strong

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?

Exemplary

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?