Introduction to our values-based behaviours A manager’s guide
#TeamAnchor
A manager’s guide • This is the first of 12 different sessions which managers will run with their teams over the next 12 – 18 months • You need to allow between 60 – 90 minutes to run the session (you can build in more time to run the session if needed) • Each session builds on the learning and discussion from the last – so you must do them in numerical order • Each session can either be delivered face-to-face or virtually – whatever works best for you and your team • A workbook is available for all of your team members to complete. It supports learning and encourages them to reflect and think about how they can demonstrate our values and behaviours in their everyday role (the workbook can be reviewed with your team or colleagues or at their one-to-ones) • Facilitator notes are detailed below to support managers with facilitating the sessions Resources needed for session 1 o Workbook for every colleague o Post It Notes (if running it face-to-face) o You may want to break out in small group discussions – if you’re having a virtual meeting, here’s a short guide explaining how to use the ‘breakout room’ functionality in MS Teams. o Access to WiFi – internet to be able to play Simon Sinek video o Here’s a quick video guide to playing videos with sound via MS Teams • Facilitators can also refer to this ‘consistency in ratings guide’ on The Bridge to support discussions linked to what demonstrating our values-based behaviours looks like in practice
Aim of this first session To introduce our values-based behaviours.
By the end of the session colleagues will have had the opportunity to: • Increase their knowledge of our values-based behaviours • Explore the impact of demonstrating our values-based behaviours • Discuss the benefits of embedding behaviours for colleagues as well as the organisation as a whole
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Session structure 1. Welcome
Session aim Set up, context, positioning
MINS 10
Activity and delivery instructions Welcome to the session • Check everyone knows each other (new team members) • Style will be interactive, pairs, small group work • C heck they have the workbook to hand/printed (advise that there is space for notes on the last page) Ice breaker 1. O ne person in the group names one of our values that they hold/feel strongly about. (Hint – they’re in the workbook on page 1) 2. If anyone else in the group shares that same value they raise their hand and say, “Me too!”. 3. T he person that initially stated the value and each person that says ‘me too’ shares one BRIEF sentence about that value. For example: P erson A says “respectful” and two others (persons B and C) raise their hand and say ‘me too’. • Person A then says, “Respectful makes me think of …….” • P erson B says “Respectful is part of sharing. It’s hard to share with someone you don’t respect.” • Person C says, “Being respectful is necessary to have a strong team.” 4. R epeat from number 1 above until everyone has had a chance to share a value with the group that they hold/feel strongly about. Acknowledge their values and thank them for sharing/comment on the similarities/differences in the room so that these are respected. Aim of this session: To raise awareness of the Anchor values-based behaviours and their benefits By the end of the session, you will have had the opportunity to: • Increase your knowledge of Anchor’s values-based behaviours • Explore the impact of demonstrating Anchor’s values-based behaviours • Discuss the benefits of embedding behaviours
Supporting tools Open discussion
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Session structure 2. Introduction to our behaviours
Session aim To increase knowledge of Anchor’s values-based behaviours
MINS 20
Activity and delivery instructions Run through our values-based behaviours State: Our values and behaviours provide a framework for how we all work. Skills and knowledge vary greatly across roles and levels of responsibility in any organisation – but behaviours or how we demonstrate our skills and knowledge and apply ourselves to the role, remains the same no matter what role you do. Most skills and knowledge can be learned over time. But Anchor values and behaviours define our culture – no matter where you work in the organisation. In simple terms, they are a framework to how we all work which is aligned to our values, no matter what role we do in the organisation. Talk through the values-based behaviours image, What Accountable, Respectful, Courageous & Honest looks like when demonstrated as self- awareness, awareness of others and organisational awareness. Activity in pairs (10 mins) Workbook page 2: Where do you see us now? • referring to our values-based behaviour framework discuss the behaviours in terms of how well you see these being demonstrated on a day-to-day basis within your team on a scale of 1 -10, 1 being poorly demonstrated and 10 being effectively demonstrated and your thoughts behind this. • C onsider as a team which behaviour you feel you could improve on the most and why • C onsider the impact that the lack of this values-based behaviour being demonstrated is having on you, your team and your customers (either our residents or other internal teams). Regroup and share – acknowledge their thoughts and look for opportunities for ‘what do we need to do differently?’
Supporting tools Workbook page 1
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Session structure 3. Customer Experience
Session aim To consider how values and behaviours impact our reputation internally and externally and colleagues’ contribution to this
MINS 20
Activity and delivery instructions Open discussion
Supporting tools If face-to-face use Post It notes If a virtual meeting - type in chat box or use the virtual whiteboard on Teams
State: Think about a time when you have been frustrated by the service levels you have received from a company you deal with in your personal life, for example a utility, phone or internet provider, local council, bank. Ask the group – What was it about it that made it so annoying? Ask them to add to post its’ or chat box Acknowledge their response/thoughts and create a discussion around the responses, how it felt, what they did afterwards… Summarise/fill gaps with the below (not exhaustive): • B eing passed from person to person until they can find someone who can help • Having to repeat my issue to more than one person • Getting mixed messages or instructions • Feeling like I don’t matter, I’m just a number • They don’t take the time to listen and fully understand • Not keeping me up to date • What they say they will do, they don’t do • When they say they will be back in touch, they’re not • H iding behind company processes even when they don’t work “It’s just how we do things” • Poor attitude and sometimes even rude behaviour State: An organisation builds a reputation, and they become known for their efficiency and service levels – this comes right down to an individual level . Now think about this in another way, reflect internally for a few seconds…. - From the discussion we’ve just had about our experience outside of the workplace, have you come across any of these behaviours in your working day? - Did you recognise any of these statements in your own way of working? (Even just on the odd day) State: We all have our off days, hopefully they are few and far between. Over time we can develop poor behaviours that we all become oblivious too – they become the norm. But is that OK? No – of course not.
Continued on pages 6 and 7
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Session structure 3. Customer Experience continued…
Session aim To consider how values and behaviours impact our reputation internally and externally and colleagues’ contribution to this
Supporting tools If face-to-face use Post It notes If a virtual meeting - type in chat box or use the virtual whiteboard on Teams
State: Now I would like you to think about the reverse of this: Think about someone you have worked with in the past, or now, who gets things done, and are good to work with. This can be anyone of any level or job role. Ask: What is it about their behaviours that makes them successful and a good work colleague? (What was it that made them so successful – what was it about ‘how’ (their behaviour) they went about their job that makes them stand out). • T hey take time to fully understand • T hey don’t ever blame their tools • W here they are limited by processes or procedure, they do their best to find a way • T hey keep communication lines open, even if the message is not great • T hey constructively call out others for poor performance or attitude • T hey don’t pass the buck • T hey own up, move on and learn from any mistakes • T hey are aware and open about their own limitations, but don’t use them as an excuse • T hey take true ownership of an issue or problem • E ven when there is a difficult task at hand, their attitude remains optimistic Ask Now as individuals I want us to reflect on: How do you measure up – do you think any of your colleagues would have used you as their own example of someone they work with or have worked with who seems to get it right first time? – Why? • If not, what’s stopping you from being that person? Acknowledge and create discussion around responses Summarise/fill gaps with the below (not exhaustive): • W hen say they will do something they always do
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Session structure 3. Customer Experience continued…
Session aim To consider how values and behaviours impact our reputation internally and externally and colleagues’ contribution to this
Bringing your best self to work State: Bringing your best self to work is about: • Being accountable for our behaviours and the impact we have on others • Being respectful of those around us in everything we do • B eing brave and courageous when embracing new ways of working and supporting those around us who are feeling less comfortable • B eing courageous, making mistakes and understanding there are lessons to learn So our behaviours are all about bringing our best self to work, every day and being aware when we’re not. State: We’re not born with experience and more and more great leaders are recognising that values-based behaviours create the ‘right’ culture. Trust exists in interpersonal relationships, and humans have a natural instinct to judge trustworthiness on others actions, how they behave – Trust is needed for people to work well together. Therefore, organisations are now looking for candidates that demonstrate a set behaviour as the priority over their experience. I’d like to share this Simon Sinek (does short sharp videos, make sense – motivational) video with you, it’s an example from The Navy Seals, and it brings to life the point about experience over behaviours. Play – Simon Sinek video 2 mins 18 sec (WARN LANGUAGE – sense check) hope it doesn’t offend Press Ctrl & click on the link, this will take you to the video to play A great example of why our behaviour framework can deliver success – would you agree? After they’ve watched the video, ask for their thoughts.
Supporting tools Video link - The Most Toxic Person In The Workplace – by Simon Sinek - Bing video
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Session structure 4. Benefits
Session aim To consider the benefits that demonstrating the values-based behaviours can bring to them, their team and the organisation
MINS 10
Activity and delivery instructions Benefits to values-based behaviours Ask What do you think are the benefits of values-based behaviours to you/ colleagues and the organisation? Acknowledge and create discussion around responses Summarise and add: These in turn: • C reate a reputation of being sector leading and a great place to work • D eliver high and consistently improving levels of service • E nable, inspire and empower workforces We are all accountable for our own behaviour and are responsible for ensuring that others are consistently demonstrating our Anchor values and behaviours. Our values-based behaviours are a corner stone to help colleagues understand what is, and what is not, acceptable when bringing their best self to work. Our behaviour framework sets out what’s expected of our colleagues, and ‘how we do things around here’, and help us achieve our business plan goals and deliver a great service to our residents and each other. More and more great leaders are recognising that values-based behaviours create the ‘right’ culture, and that good behaviours create even better behaviour. It’s infectious and creates a productive and empowering environment for all those who work there. Those who accept anything less, and lower the behavioural bar, are setting a precedent for a disengaged workforce and poor levels of service.
Supporting tools If face-to-face use Post It notes If a virtual meeting - type in chat box or use the virtual whiteboard on Teams
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Session structure 5. Key Learnings
Session aim Is to gain commitments from the team and what they will do differently to apply their key learning
MINS 10
Activity and delivery instructions Key Learnings Ask each individual to note in their workbook P3: • Their key learning from the session • W hat they will commit to doing differently as a result of today’s discussions • Who they will share their progress with Regroup and ask colleagues to share their commitments Advise that these will be referred to at the next session and/or at their next one-to-one meeting NB. Manager to make a note of this so that they are able to observe any behavioural changes during meetings/121s so that you can praise/offer constructive feedback
Supporting tools Workbook
April 2022
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