At first, I found the behaviour framework challenging to engage with. After reflecting on it more deeply, discussing it with my line manager, and undertaking further research, I began to see it as a valuable tool. The framework encouraged me to rethink my approach to work and gave me a new perspective on how to achieve my goals more effectively.
Reading through the behaviour descriptions helped me shift my mindset and gave me the permission to try new approaches. For example, I began to move away from seeing my goals as solely my responsibility. Instead, I started asking how I could work collaboratively with others to achieve shared outcomes. This led to the co-design of a new delivery method and helped me reframe issues or barriers as shared challenges that we, across the service, were collectively accountable for resolving.
I also changed the way I engaged with stakeholders. I promoted open dialogue, made better use of collaborative tools and resources, and used group meetings more purposefully. This not only improved the quality of our collaboration but also encouraged greater buy-in from others. I began involving 'business as usual' stakeholders more meaningfully, tapping into their skills and experience to enhance project delivery.
In terms of innovation, I’ve started actively fostering a culture of curiosity. I am exploring how data can be used in more visual and engaging ways, which is helping prompt more direct and productive conversations - particularly in areas that need to be challenged or rethought. This approach is supporting both myself and others to adopt a more creative and solution-focused mindset.
In summary, I did not expect the behaviour framework to be as impactful as it has been. Both my manager and I were excited to discover that, by proactively engaging with it, we could not only work differently but reach our goals more effectively and efficiently. It has helped us reimagine our ways of working and opened the door to greater collaboration and innovation across our team.