We expect all our leaders across the Trust to demonstrate, promote and encourage our LEND behaviours and to foster an environment where people are comfortable to speak out. These are:
- Demonstrates attentiveness through responses, confirmation and questions, indicating others are heard and actively seeks understanding and agreement.
- Generates the trust essential to meaningful dialogue and is prepared to have views and ideas challenged as alternative opinions, options and new opportunities are explored.
- Creates a culture in which mistakes and errors are discussed, learning is valued, where new opportunities to improve are encouraged and where praise is generously given.
- Seeks to improve by being open to staff, patients, stakeholders, local organisations, communities, research and new experiences both within and beyond healthcare.
- Resilient under pressure and when challenged is capable of changing decisions with humility whilst also being committed in doing what is right to serve our commitment to high quality compassionate care.
- Delegates with confidence, understanding that this will increase the confidence of others while also provide the support required as staff are stretched during these powerful learning opportunities.
- Uses knowledge, wisdom, emotional intelligence and people skills to gauge the right level of responsibility that can be handled and sets clear expectations and boundaries
- Ensures staff are sufficiently competent and confident to take on new challenges and tasks and that the right processes, procedures, training and structures are in place to support them.
- Creates clarity in agreed expectation of objectives and performance, provides regular feedback and develops people as required but avoids micro-management.
- Manages the anxiety that may be present when self and others have greater autonomy and expanded roles with accountability for decision making, objective setting and performance.
- Supports all staff in their work and development and recognises the need for feedback and praise as well as the importance of mutually agreeing future challenges and opportunities.
- Maintains a supportive, consistent and regular communication style that engages staff, engenders trust, allows staff to speak up and responds to their needs and experience
- Attends to the morale and motivation of the team and understands that these intangible assets are essential to personal, team and organisational success.
- Collaborates with others to understand what training, challenges and opportunities are available to maximise talent to ensure all staff become continuous learners
- Deploys coaching as an approach to their leadership as a significant and predominant style providing time, space and opportunity for others to take responsibility, develop and create success.
- Accept their role and responsibility in knowing and understanding the performance, productivity and effectiveness of themselves, their team and their service.
- Collaborates with others to develop and share a compelling purpose for their service and team that aligns with the organisation’s vision and is constantly working to achieve that goal.
- Analyses data, assesses performance, interprets activity and sustains a portfolio of improvement projects that supports service and Trust Strategy.
- Acknowledges and understands the sensitive and challenging nature of change and is compassionate during the often-overwhelming impact that this can have on staff.
- Welcomes quality improvement as essential and continuous work but also as a learning opportunity and works to ensure the whole team develop quality improvement skills and expertise.