Camden Leadership Behaviours

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1 Camden Leadership Behaviours

2 Camden Leadership Behaviours Introduction from the Chief Executive Tackling the longstanding social issues which our Camden plan commits us to will require a fresh, collective approach to leadership. We are looking to our leadership family to create the organisation which we aspire to be. An organisation where colleagues feel inspired and enabled to truly put the resident at the heart of everything they do. Our leaders need to motivate teams across the Council to get behind our vision and make sure that colleagues have the freedom they need to be able to make improvements. To get there, we need to trust colleagues who know our residents better than we do to make decisions and use their valuable insight to shape the direction of our services. Of course there will be some core rules of the road that we will need to follow to make sure that we are confident that we are working towards achieving our outcomes. But the essence of our job is to unleash the knowledge, energy, passion and commitment of our colleagues; that s what s going to make change possible. These new leadership behaviours help us to be clear about what s expected and will assist us in making sure that we have the family of leaders which our residents deserve. Mike Cooke Chief Executive

3 The changing face of Leadership in Camden? The development of the leadership behaviours began in early Autumn with an emerging set of aspirations about how Camden leaders need to work differently in future (as illustrated in the following diagram attached) in order to deliver the aspirations and priorities set out in the Camden Plan. Central to the successful delivery of the ambitions within the plan is having in place a group of strong, effective leaders who inspire others to make a difference, work as a collective leadership group to deliver outcomes and who create the conditions for staff to take the lead in delivering excellent services to residents. These emerging aspirations have been developed into a set of Leadership behaviours through extensive research, consultation and testing to ensure that what sits within these behaviours reflects these aspirations. They have been designed using two best practice standards for leadership development : Looking Inside and Looking outside The concept of Looking inside involved a range of internal stakeholders. The design of the leadership behaviours has been influenced by the input of many of our leaders within the leadership family as well as our middle managers a part of events held in late Additionally, they have been aligned to our Ways of Working and existing staff behaviours framework to ensure an integrated and consistent approach. As part of Looking outside the leadership behaviours have been benchmarked by specialist occupational psychologists, the Hay Group, against both private and public sector organisations both in the UK and internationally to ensure that they reflect the high performance requirements in the context of delivering ambitious and stretching priorities whilst driving organisational transformation.

4 Our challenge: To change the culture of Leadership in Camden High performance expectations are set and leaders continually measure progress, and seek to improve. Continuous feedback conversations that are constructive, objective and support reflection, learning and improvement are the norm. Leaders do not accept anything that is not of high quality and take action when things are not delivered even when it requires them to make difficult and unpopular decisions Leaders seek to establish trust and rapport with all of those they work with; staff, colleagues, partners, members. They listen to and seek to understand others perspectives, sharing and learning from each other. Challenge is accepted and encouraged as a means of delivering the best outcomes A culture of continual reflection, learning and improvement to deliver high performance Focus on building relationships, trust and rapport to enable effective challenge of each other and our ideas All leaders focus relentlessly on development of themselves and others in order to maximise potential. They use a coaching approach to get the best from their teams and see identification and management of talent as a key part of their role Leaders who inspire staff and take collective responsibility for delivering outcomes What will make leadership different? All Leaders actively identify, develop and manage talented staff Senior leaders demonstrate the organisational values every day. Leaders are able to lead across any area of Camden not just their own service. Leaders who consider the wider political and economic agenda when building and managing Member relationships Leaders who create the conditions enabling staff to proactively take the initiative to make a difference to residents and customers Leaders demonstrate a wide understanding of the national political environment and utilise this to inform local issues considering the short and long term impact on Members Staff are trusted and respected as experts in their work and empowered to make decisions on how to best deliver outcomes to customers. They take the initiative in making improvements to services.

5 How the leadership behaviours can be used: Recruitment & Selection using the leadership behaviours as the basis of recruitment to leadership roles. Identifying leadership strengths understanding the strengths of our current and future leaders and their development needs, based on the use of a tailored 360 tool and targeted development to enhance capability. Future talent Career development Recruitment & selection Leadership behaviours Leadership development Identifying leadership strengths Performance management Performance management driving the how of performance through clarity about what s expected from our leaders and providing a basis for development planning using 360 feedback Leadership development underpinning our commitment to the development of world class leaders to drive the delivery of the Camden Plan and organisational transformation, based on the principles of learning in action. We will be using Camden Plan and Fast Forward 2014 projects to enable real life learning experiences to develop a strong, effective, high performing leadership cadre that inspires and enables. Career development: - supporting our leaders to develop and grow their careers across Camden within the Leadership Job Family through career conversations to shape and drive career aspirations. Future Talent - using the leadership behaviours to identify and develop emerging leaders through targeted development and career planning.

6 Understanding the Leadership Behaviours: Details underpinning each of the 6 Camden Leadership Behaviours are provided in the following section. You will see that each behaviour contains: The name of the behaviour encapsulating what it represents A summary statement providing an overview of what the behaviour is about; and The behavioural levels broken into high performance, competent and developing leader. The behavioural levels - Each level of behaviour includes a description and some examples of how leaders might behave if they are demonstrating the behaviour at that level. The examples are not exhaustive, but are intended as a guide. An example from the Collaborates behaviour is shown below. The behaviours become more challenging as you move through the levels from right to left. The levels are also cumulative so someone performing at a high performance level would also be expected to demonstrate the behaviours detailed in competent and developing leader. Individuals will be demonstrating these behaviours across the levels. To meet the challenges we face, and with appropriate development support, the expectation is that our Leaders display behaviours consistent with high performance leaders. High performance leaders Competent leaders Developing leaders Develops trusting relationships with a wide range of stakeholders which enable debate and constructive challenge over the long-term. Leverages these relationships to build a common understanding of needs across different stakeholders, and to define and deliver shared goals. Remains authentic and focuses self and others on delivering the best outcomes for Camden, even when facing significant challenge or pressure. Works across organisational boundaries to resolve issues and develop joined up solutions. Creates an open and honest culture between stakeholders across Camden by remaining open to other perspectives, even where these might conflict with their own. Manages their own reactions to stress or difficult situations effectively, maintaining a sense of perspective and focusing on finding solutions rather than blaming others Takes a consultative approach, seeking out the views and opinions of others who are affected by specific issues. Listens to, and shows empathy for, other perspectives, and looks for compromises and win-win solutions. Aware of own emotional and behavioural reactions and manages these in everyday situations

7 The Leadership Behaviours Inspire Influence Are politically astute Camden Leaders.. Drive quality and value Develop people Collaborate

8 Inspire Our leaders demonstrate the organisational values every day. They are passionate about the services they lead and delivering the vision and outcomes in the Camden Plan. They are authentic, inspirational and engage others through their personal leadership and ability to make the vision meaningful to all. Leaders are highly visible to staff and partners across Camden, have an interest and curiosity about the work of the whole council and make everything their business. Because they understand the bigger picture and always do things in the best interests of Camden, our leaders can lead different areas and work across the Council. They are recognised as exemplary leaders by organisations beyond Camden. High performance leaders Competent leaders Developing leaders An inspirational leader with strong personal presence and credibility. Builds trust and engagement by talking about who they are as a leader and their own personal commitment to Camden s vision and ways of working. Seen as a leadership role model by others in the Council, and by external organisations. Consistently puts the best interests of Camden and its customers first to deliver challenging, cross-cutting outcomes. Challenges others, including powerful individuals and groups, to look beyond service or organisational boundaries to do the same. Communicates the vision for the future in a compelling and meaningful way for a wide range of stakeholders. Establishes and models expected behaviour, in line with Camden s vision and ways of working. Focuses on outcomes, and does not allow thinking or actions to be constrained by traditional service or organisational boundaries in delivering the Camden Plan. Helps people to understand the organisation s vision and how they fit into the bigger picture. Acts consistently, in line with the vision and ways of working. Understands the operating model for the wider council, and works work effectively with other parts of the organisation to deliver a high quality service to customers.

9 Are politically astute Leaders demonstrate a wide understanding of the national and local political and economic environment and the perspectives of key stakeholders. They utilise this to shape the vision for the future, influencing the thinking and direction of stakeholders, including Members, partners and residents, and building credibility as a trusted advisor. High performance leaders Competent leaders Developing leaders Has a wide knowledge of the national political environment, and anticipates what is likely to be of concern to different stakeholders in future. Applies this knowledge to shape the future direction for Camden, assembling political coalitions and building behind the scenes support for ideas which will deliver customer outcomes and value for money over the long-term. Has a strong understanding of the politics of the whole council (both party political and personal), as well as the partnership and provider context Uses this understanding to shape the local context thinking about who they need to get on board to deliver customer outcomes and value for money, and planning how to do this, using a range of different approaches. Is seen as a trusted advisor by Members and other stakeholders, who is regularly involved in their decision-making, and has the credibility to effectively challenge the thinking of different stakeholders Understands real underlying concerns of Members and other stakeholders, beyond those that are expressed initially, and is proactive in offering advice and support to address these. Understands the culture they are operating in: who key stakeholders and decision-makers are, what is likely to go down well and what is not, and what they need to pay attention to. Tailors their approach thinking about their message and their audience. Steps into the shoes of Members and other stakeholders to build understanding of issues, and is responsive to these.

10 Develop people Our leaders identify talent and develop capability so that we have the highly skilled, committed and motivated workforce we need to deliver the Camden Plan. They create a culture of accountability ensuring all staff, Members and other stakeholders deliver agreed outcomes and act in line with our ways of working. High performance leaders Competent leaders Developing leaders Developing capability Managing performance Takes a long-term view of development, thinking about what capability is likely to be required in several years time, and establishing systems and programmes to grow this capability. Identifies potential, taking a strategic approach to succession planning so that the Council has a strong cadre of future leaders. Constructively and appropriately challenges peers, partners, members and more senior leaders to deliver agreed results and/or model the agreed values and behaviours Drives the development agenda by defining the short and medium term development needed for services to deliver their current strategic objectives. Establishes new programmes and materials to address these needs. Identifies talent and matches this with wider organisational needs so that talent is effectively deployed across the Council. Follows through to ensure that any performance issues are resolved and objectives are met. Is not afraid to deliver difficult performance messages. Identifies individual and teams strengths and areas for development. Provides balanced feedback and support to meet development needs. Manages talent at a service level, identifying potential and deploying individuals where they will most add value. Systematically monitors performance, keeping connected to what is happening on the ground, and raising concerns with individuals and teams.

11 Collaborate Our leaders create the conditions for effective collaboration between stakeholders across Camden. Leaders establish relationships building trust and rapport. They listen to and understand different stakeholder perspectives, and are open and honest with others, be they staff, peers, Members, partners, providers or customers. Our leaders build a shared sense of purpose across Camden, unlocking the borough s collective resources for the benefit of all. Challenge is accepted and encouraged as a means of delivering the best outcomes. High performance leaders Competent leaders Developing leaders Develops trusting relationships with a wide range of stakeholders which enable debate and constructive challenge over the long-term. Leverages these relationships to build a common understanding of needs across different stakeholders, and to define and deliver shared goals. Remains authentic and focuses self and others on delivering the best outcomes for Camden, even when facing significant challenge or pressure. Works across organisational boundaries to resolve issues and develop joined up solutions. Creates an open and honest culture between stakeholders across Camden by remaining open to other perspectives, even where these might conflict with their own. Manages their own reactions to stress or difficult situations effectively, maintaining a sense of perspective and focusing on finding solutions rather than blaming others Takes a consultative approach, seeking out the views and opinions of others who are affected by specific issues. Listens to, and shows empathy for, other perspectives, and looks for compromises and win-win solutions. Aware of own emotional and behavioural reactions and manages these in everyday situations

12 Drive quality and value - Our leaders are ambitious, challenging and innovative in their approach to driving high standards, quality and value for money. They trust and respect staff and partners as experts in their work and empower them to be courageous and try new approaches in order to improve services and outcomes for customers. High performance leaders Competent leaders Developing leaders Develops a culture focused on finding new and innovative ways to deliver customer outcomes and value for money, and drives through this service transformation. Explores new territory for the organisation, confidently making decisions and committing time and resources in the face of uncertainty and ambiguity in order to deliver better value and customer outcomes. Sets an expectation that others generate and implement new ways of working. Taking calculated risks where there is an opportunity to improve customer outcomes and value for money is seen as the norm and not the exception. Sets challenging goals focused on step change improvements in value for money and customer outcomes, and follows through to ensure these goals are met. Analyses outcomes and benefits against costs and risks, and applies judgement to determine a way forward that will maximize use of resources and deliver the best outcomes for customers. Encourages and supports others to explore new approaches and take assessed risks in order to secure significant change and improvement in standards and value for money. Proactively identifies and implements new service models and ways of working which deliver value for money and customer outcomes. Makes decisions by focusing on what is best for Camden and its customers without allowing themselves to be side-tracked by the detail Helps others to think about how to put their own ideas for improving standards and value for money into practice

13 Influence Leaders who consider the wider political and economic agenda when building and managing relationships with key stakeholders, for example Members, partners and residents High performance leaders Competent leaders Developing leaders Develops wide knowledge of latest thinking, trends, technologies and cutting edge practice in driving growth and creating sustainable communities from beyond the public sector context. Draws new insights from this data to anticipate long-term issues and opportunities which are not immediately obvious to others, and to shape the future for Camden and its customers. Translates this into a long-term strategic vision for Camden that others can follow Our leaders scan the environment and seek out the latest thinking, tools and technologies across all sectors. They think broadly about how this applies to the Camden context, taking the best of what s around us to set the future direction for the borough. Routinely collects information about latest policy and best practice in developing customer solutions; as well as political, economic, social and technological trends and developments in the sector. Applies this knowledge to anticipate how the council will need to change and evolve over the medium term, identifying opportunities and taking a broad view of the issues and evidence available. Focuses on what will deliver the best outcomes for Camden and its customers, creating clear strategic direction for self and others. Seeks out information about latest developments and best practice in delivering high quality customer services and ensuring equality of access in relation to their service area. Uses this knowledge to predict issues and spots opportunities in the short term. Makes sense of the wider context and what this may mean for services and customers.

14 The Leadership Behaviours the framework consists of 6 behaviours, summarised below, that are critical for leaders to role model in delivering Camden Plan priorities and the required organisational transformation. Leadership behaviour Inspire Are politically astute Develop people Collaborate Drive quality and value Influence Summary of the behaviour Our leaders demonstrate the organisational values every day. They are passionate about the services they lead and delivering the vision and outcomes in the Camden Plan. They are authentic, inspirational and engage others through their personal leadership and ability to make the vision meaningful to all. Leaders are highly visible to staff and partners across Camden, have an interest and curiosity about the work of the whole council and make everything their business. Because they understand the bigger picture and always do things in the best interests of Camden, our leaders can lead different areas and work across the Council. They are recognised as exemplary leaders by organisations beyond Camden. Leaders demonstrate a wide understanding of the national and local political and economic environment and the perspectives of key stakeholders. They utilise this to shape the vision for the future, influencing the thinking and direction of stakeholders, including Members, partners and residents, and building credibility as a trusted advisor. Our leaders identify talent and develop capability so that we have the highly skilled, committed and motivated workforce we need to deliver the Camden Plan. They create a culture of accountability ensuring all staff, Members and other stakeholders deliver agreed outcomes and act in line with our ways of working. Our leaders create the conditions for effective collaboration between stakeholders across Camden. Leaders establish relationships building trust and rapport. They listen to and understand different stakeholder perspectives, and are open and honest with others, be they staff, peers, Members, partners, providers or customers. Our leaders build a shared sense of purpose across Camden, unlocking the borough s collective resources for the benefit of all. Challenge is accepted and encouraged as a means of delivering the best outcomes. Our leaders are ambitious and innovative in their approach to driving high standards, quality and value for money. They trust and respect staff and partners as experts in their work and empower them to be courageous and try new approaches in order to improve services and outcomes for customers. Our leaders scan the environment and seek out the latest thinking, tools and technologies across all sectors. They think broadly about how this applies to the Camden context, taking the best of what s around us to set the future direction for the borough.

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