Introduction to our values-based
behaviours for new starters
Part 1 #TeamAnchor
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Introduction to our values-based behaviours Aim of this activity To introduce our values-based behaviours. By the end of the activity, you will have had the opportunity to: • Increase your knowledge of our values-based behaviours • Explore the impact of demonstrating our behaviours • Think about the benefits of embedding behaviours for colleagues as well as the organisation as a whole Our values-based behaviours Our values and behaviours are 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 support how we all work aligned to our values, no matter what role we do in the organisation.
Our values-based behaviours as shown in the image are: Accountable, Respectful, Courageous and Honest, it also gives examples of what this looks like when demonstrated as self-awareness, awareness of others and organisational awareness Where do you see us now? You may have already seen some of this being demonstrated well or are able to reflect on where these haven’t been demonstrated during your initial time with us.
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• Referring to our (values and behaviours) framework, make a note of one area where you have seen this being demonstrated well on a day-to-day basis within your wider team and the impact this had on you.
• On reflection is there an example of where a values-based behaviour is not being demonstrated well and the impact it has had on you. Consider the impact that the lack of this values-based behaviour being demonstrated could be having on your team and customers too.
Customer experience Think about a time when you have been frustrated by the service levels you have received from a company you deal with in in your personal life, for example a utility, phone or internet provider, local council, bank. What was it about it that made it so annoying, any of these? Being 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 Hiding behind company processes even when they don’t work “It’s just how we do things” Poor attitude and sometimes even rude behaviour
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Be honest with yourself and tick any of these statements that you recognise in your own way of working (even just on the odd day). An organisation builds a reputation, and they become known for their efficiency and service levels – this comes right down to an individual level. We all have our off days, hopefully they are few and far between. Over time we can develop poor behaviours that we become oblivious to – they become the norm. But is that OK? No – of course not. Now think about the reverse of this, think about someone you have worked with in the past, or now, who gets things done, and is good to work with. This can be anyone of any level or job role. What is it about their behaviours that makes them successful and a good work colleague – any of these? Tick the ones that most relate to the person you’re thinking of When say they will do something they always do
They take time to fully understand They don’t ever blame their tools Where they are limited by processes or procedure, they do their best to find a way
They keep communication lines open, even if the message is not great They constructively call out others for poor performance or attitude They don’t pass the buck They own up, move on and learn from any mistakes They are aware and open about their own limitations, but don’t use them as an excuse They take true ownership of an issue or problem Even when there is a difficult task at hand, their attitude remains optimistic How do you measure up against these statements …? • 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 and why? • If not, what’s stopping you from being that person?
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Bringing your best self to work 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 • Being brave and courageous when embracing new ways of working and supporting those around us who feel less comfortable • And honest in a way that shows empathy and acceptance that we all make mistakes and 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. We’re not born with experience and more and more great leaders are recognising that value-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 to work well together. Therefore, organisations are now looking for candidates that demonstrate a set behaviour as the priority over their experience. Simon Sineks video is an example from The Navy Seals, and it brings it to life experience over behaviours click the link to play The Most Toxic Person In The Workplace – by Simon Sinek - Bing video (LANGUAGE WARNING – hope it doesn’t offend) A great example of why our behaviour framework can deliver success – would you agree? Benefits to values-based behaviours What do you think are the benefits of values-based behaviours to you/colleagues and the organisation?
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 helps us to achieve our business plan goals and deliver a great service to our residents and each other.
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Therefore, bringing the benefits of: • Creating a reputation of being sector-leading and a great place to work. • Delivering high and consistently improving levels of service • Enabling, inspiring, and empowering our workforce 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.
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Our values-based behaviours - What do they look like in my world? Aim of this activity To bring our values-based behaviours to life and think about what they look like in our everyday world. By the end of the activity, you will have had the opportunity to think about: • What good and poor behaviours looks like • The impact of our non-verbal behaviours on others • What is beyond our behaviours Our values-based behaviours in practice Here is an example of what honest looks like under self-awareness when it is being demonstrated both poorly and well.
Honest Accepts own mistakes and acts to learn from them
Often makes mistakes but doesn’t own up. Can come across as in denial and doesn’t recognise the need for self development.
Is honest about level of own performance and open about when they need help.
Fill in the blanks on the table below using the drop down box to enter the number that relates to the statement from those provided below.
1 Remains professional by keeping sight of how their own attitude and behaviours impact on those around them
2 Participates and contributes positively to business discussions, projects and teams with their remit. Understands the value of and actively takes time to talk, listen and share information with others
3 This person can be unaware or appear uninterested in the achievements of their colleagues. Or, can often be inconsistent in their approach
4 Tends to work at own pace, preferring to rely on old methods. At times can chose not to adapt to new ways of working
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5 Listens to and takes on feedback about how they work and their impact on others. Likewise, is comfortable giving purposeful feedback in a way that is professional and helpful
6 Limited engagement with external networking or relationships. Where they do exist, they have been instigated by others
8 Their personal drive and performance can be inconsistent. Often, they can require support from others to get back on track. Communication of goals and objectives to others can be vague
7 Often makes mistakes but does not own up. Can come across as in denial and doesnt recognise the need for self development
9 Effectively communicates and commits to their contribution to deliver shared goals
10 Takes time to listen to and understand colleagues who are different to themselves
11 At times can shy away or choose to overlook where they can create improvements by challenging others
12 Can lose focus and momentum in their work activity. At times expects others to manage their work activity, standards and personal actions
Self-Awareness Accountable Remains resilient
Takes responsibility for managing all their own work activities, standards and personal actions, no matter the circumstances
and focused in the face of competing demands
Respectful Demonstrates self-respect and integrity Courageous Embraces new challenges
At times can lose sight of the impact their attitude, beliefs and behaviours are having on those around them
Takes responsibility to learn and try out new initiatives and ways of working. Can quickly adapt to new ways of working without losing focus on other priorities Is honest about level of own performance and makes the best of their strengths while being aware and open when they need help or support.
Honest
Accepts own mistakes
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Awareness of others Accountable Challenges others to take responsibility for
Has a positive impact on the performance of colleagues’ and/ or reports by being inquisitive and providing honest and open feedback
their actions to further improve performance
Respectful Recognises and
Can be dismissive of the points of view and ways of working of those different to themselves
values differences, is inclusive, creates and enables space for all to contribute and add value
Courageous Ensures results driven approach, setting ambitious stretching goals and challenges status quo
Takes ownership for knowing how their contribution supports the wider aims of their team and the organisation. They take responsibility for identifying and sharing new ideas and practices with others
Honest
Constructively challenges and is open to receiving it from others
Can come across as abrupt or uncaring at times when sharing their point of view. Or, can shy away from providing constructive feedback on the ideas of others or ways of working
Organisational awareness Accountable Positively drives
Lacks or can lose focus on bigger picture. Can mis-prioritise, sometimes being side-tracked by less impactful activity
results and acts in a professional manner colleagues and customers to achieve success customers and colleagues, is an ambassador for our organisation Communicates regularly and shares information as appropriate and is consistent in approach
Respectful Champions
Actively and genuinely plays their part in celebrating and recognising the success of their peers and team members Has regular involvement with external partners and/or across the organisation and can demonstrate where they have used these relationships to share best practice and talk about what we do well
Courageous Promotes success beyond our
Honest
Can forget or choose not to share information others may find useful. Can lack confidence or show little desire to work collaboratively
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When reading through these I’m sure there will be other examples that you can think of that you have either demonstrated or observed in others, these are to give you food for thought as to what you might see. Body Language Behaviours are visible and your body language can contribute to people’s perception of you, if we’re honest with ourselves how often do we consider our body language and how it influences our behaviour which other people observe? We all use body language but are we aware of how others are interpreting this, your body postures and facial expressions send signals to your brain to release hormones into your blood stream which affect how you feel and, therefore, how you act. Changing your body language can change the way in which others perceive you. If you’re honest with yourself, can you think of a time when you have exhibited body language that may have/could appear to others that you weren’t demonstrating our values, what was the body language you exhibited?
There will be examples of body language you can think of that could impact on more than one of the values for example: • Not accountable – looking for distractions in the room, edging away, closed body language, avoiding eye contact • Not respectful – lack of eye contact, rolling of the eyes, tapping of fingers on the desk • Not courageous – slouching in their seat, avoiding eye contact Consider the impact this type of body language can have on those around you and your ‘personal brand’ (what you are known for). NB: Please be aware that there are many actions that neurodivergent people may do such as drumming fingers, hair twirling, nail biting, leg tapping, face touching etc. These are self-soothing actions which are a part of being neurodivergent and should not be discouraged or pointed out as inappropriate.
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What’s behind someone’s behaviour? Behaviour is how someone acts. It’s what a person does to make something happen, to make something change or to keep things the same. Behaviour is a response to things that are happening: • Internally - thoughts and feelings • Externally - the environment, including other people. Observing behaviour is the easy part. It is understanding why someone does what they do that is much more complicated and there’s usually a reason when you see a change in behaviour. What factors can affect an individual’s behaviour?
What would you do and consider to get to the root cause?
When considering factors that can affect behaviour, you may have thought of: • Physical factors - age, health, illness, pain, influence of a substance or medication • Personal and emotional factors - personality, beliefs, expectations, emotions, mental health • Life experiences - family, culture, friends, life events • What the person needs and wants
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When considering what you could do to understand to the root cause of someone’s behaviour, you may have thought of: • Check in with them to ensure your understanding of where they are at/what’s happening for them right now • Listen to understand (this link will take you to a resource ‘Active listening and its importance in the workplace ’ https://mylearninganchorhanover.org.uk/pluginfile.php/36152/mod_label/intro/Active%20 Listening%20and%20Its%20Importance%20in%20the%20Workplacev2.0.pdf • Reassure them that you are there to support them • Empower the person and share decision making (take a coaching approach) • Explore if there is anything practical you can do to help Working collaboratively with the person to try and identify what’s driving their behaviour is the most important thing to do. Depending on the root cause, identify resources available to support them, for example encourage them to visit the Being Well website – anchorbeingwell.co.uk, using the Colleague Assistance Line etc. Remember if you see a change in behaviour there is usually a reason for this, get to the root cause first.
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Maintaining the Behavioural Bar – “It’s just the way they are” Bad habits, we all have at least one if we’re honest… • Our behaviours, good and bad, when practiced over time become habitual – they become the norm • Our behaviours are what we come to be known for. They shape what people think of us, our reputation, our personal brand • Ultimately, in work our behaviours create and shape the environment around us Here’s a scenario for you: I sometimes interrupt people when they are speaking, I have developed this over 25 plus years (that’s a well- developed habit!) Interrupting people does not demonstrate positive behaviours. I know I do it, I’m self-aware of it, I have no bad intentions when I’m doing it. If my colleague was to say “It’s just the way, they are” … …does this make it ok? No, I hear you say, it doesn’t. What might yours and others perception of me be? If I was to constantly interrupt?
What impact could this have on others in my team or my residents/customers?
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I’m thinking you may have said that people could think that I was rude, dismissive, controlling, bossy, unprofessional and that people could switch off, that people with good ideas and or with a quieter voice don’t feel heard, others may even be intimidated and I’m sure there was more. The perception others have of me is their reality – therefore it IS the reality. So why do I do it? I think out loud, I’m expressive, I love a creative conversation, I like things to move at pace
and if I don’t say it, I forget. Yet these reasons still don’t make it OK. Look at the statements and think about yourself and those you work with
Think about those in your team who at times demonstrate poor behaviours: • In the way they communicate • Their time keeping • Personal standards • A ‘mood hoover’ • Embracing the simplest of new ways of working • In meeting their commitments • Attitude to how they carry out their job on a day-to-day basis Is that OK? You may not have heard of a ‘mood hover’, this is someone who can walk into a room and turn a positive environment negative, they may say/do/act in a way that sucks the positivity out of others like a vacuum sucks up dust. All these statements are bad habits that can be developed over time, and they become the ‘norm’. The more we ‘accept these’, walking past without tackling them and providing feedback on them, over time we have lowered the behavioural bar. When looking at these statements you might already be thinking of someone that demonstrates one or more of these. Someone who is consistently late, for example, is not being respectful to colleagues and or residents. Another example might be: When there is someone in your team who is assertive when they communicate to the point of aggression, using “I’m only being honest, and I say it as it is” as their excuse.
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If over time, this is not addressed what can be the impact on you, your team, and our service levels?
As either a peer, a leader or a colleague of this person, it might be difficult, but it’s not OK to accept that it’s just the way they are. There needs to be a discussion, change doesn’t happen overnight as it can be hard to break a well-developed habit, which will mean there may be many conversations/reminders to support this person be more self- aware of their impact. When you have these types of conversations you are demonstrating the courageous value and you will also need to be honest, respectful and take accountability for not allowing the behavioural bar to be lowered. Think about, and be honest with yourself, do you ever use - “ it’s just the way they are ” as an excuse for not tackling poor behaviours of those around you? What can the impact of this approach be on you, the rest of your team and service levels? • Think of an example where you have taken this approach and the impact it’s had
What do you need to do, or what support do you need to move away from this? (Discuss this with your line manager).
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Values-based behavioural conversations Acknowledging that it’s not ok to say, “ it’s just the way they are ”, considering your increased knowledge of the values-based behaviours from this introduction to our values-based behaviours: • How could you now approach a conversation with a colleague who isn’t displaying a values-based behaviour?
Tip: Make use of the values in your language if you are going to be approaching a conversation with a colleague who isn’t displaying a values-based behaviour, whether that’s accountable, respectful, courageous and or honest, for example some conversation starters might be: • If we look at the courageous value, do you feel that you demonstrated this in the meeting? • I’d like to have a courageous conversation and speak with you about…….. • When we were with Jo Bloggs were there any of the values-based behaviours that you feel you didn’t demonstrate quite as well as you could have? Building trust
Are you always 100% honest (be honest with yourself)? • If no – why is this? How does this help the individual?
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Trust is important when having conversations because: • With trust, loyalty is built • With trust and loyalty, a team feel supported
• People will listen to you With honesty comes trust. Developing trust in relationships is based on four key factors: • The words you use (your credibility) do you believe this person when they speak/if not, why not? • The actions you take (your reliability) does this person deliver on what they promise? • The emotional engagement you have with others (intimacy) do they care about you, if in trouble would you go see them/would they have your back/support you? • Your motives (your self-orientation or self-interest) who are they doing it for team/you? Think about a person that you do not fully trust and consider how the trust equation applies to that person –which part/s of the equation stands out for you that is missing for them to have your full trust (please tick one or more)
• The words they use (their credibility) • The actions they take (their reliability) • The emotional engagement they have with others (intimacy) • Their motives (their self-orientation or self-interest) What would that person need to do to gain your full trust?
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Now let’s start at home Being honest with yourself, thinking about the trust equation, is there a part of the equation that you feel you could be better at and why?
Following your reflection click on the below link to take you to the trust questionnaire. https://trustsuite.trustedadvisor.com/ (It takes six to eight mins to complete. It will say, Start now, and asks for minimal details/email, there are 20 questions and on completing this you will get a graph. It says, ‘The following pages will tell you’, Press continue, then scroll down to the biggest opportunity for improvement) print the results so that you can review the following: • Did the results of the questionnaire match your thoughts? • Were there any surprises? • Do you have any thoughts as to why that might be? • From your biggest opportunity for improvement options, what one key thing are you going to go away and work on to improve your trust equation? • How could this area of the trust equation impact on you having an honest conversation with someone about a poor behaviour/habit?
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Key learnings Having gone through the information and activities, make a note of • Your key learnings
• What you will commit to doing differently as a result • Who you will share your progress with (line manager)
Please print and share this with your line manager at your 121. (and save it). You have just covered activities 1-3 of the values-based behaviours toolkit as an introduction to the values- based behaviours. Part 2 will be activities 4-6 ‘All about you’.
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