Inspiring shared purpose

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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

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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

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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


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?