The council is currently undergoing a period of significant change, making the launch of the new behaviour framework both timely and valuable. The behaviours are a practical tool that support us in how we carry out our daily responsibilities in a professional and consistent manner. Encouragingly, the values within the framework are closely aligned with how our team already works, and the behaviours provide a helpful structure to support and enhance this approach.
To begin embedding the framework in my role, I started by reflecting on how my current actions already align with the new behaviours and values. I then considered how each behaviour is relevant to me in the context of my current work and how it might shape my approach over the next 12 months. To deepen my understanding, I reviewed the detail outlined under the 'below', 'meets', and 'exceeds' levels of the framework.
Collaborative – collaborate and partner
Given my role as a partner to the department I support, the 'collaborate and partner'behaviour is particularly relevant. I focused on how I can proactively avoid siloed thinking and embed a 'One Council' approach. This includes facilitating collaborative working across departments, promoting cross-team collaboration, and being visible and approachable as a leader. I aim to build and maintain trust with stakeholders and partners by fostering open communication and consistent engagement.
Innovative – change and improve
In the area of innovation, I've chosen to focus on 'change and improve'. I am committed to staying open to new ideas and perspectives and encouraging input from others. I want to cultivate a culture of learning - recognising that not every idea will work, but that we can grow and improve together as a team by reflecting on both successes and setbacks. The behaviour framework has prompted me to explore more ways to encourage this mindset and assess the impact through ongoing feedback and reflection.
Empowered – develop and grow
For 'empowered', I have considered how I can better support the development of my team. I am committed to providing coaching, mentoring, and shadowing opportunities to help team members grow in confidence and capability. I believe strongly in making people feel valued, and I am exploring new ways to embed this into my leadership approach. I will also seek regular feedback to evaluate the effectiveness of these efforts and adjust where needed.
Accountable – customer and outcome focused
Finally, for 'accountable', I've chosen to focus on being 'customer and outcome focused'. This is already a strength within our team, but the behaviour framework serves as a helpful reminder to maintain a broader, strategic perspective. It encourages us to continuously reflect on how we can exceed expectations and deliver the best outcomes for our customers.
Conclusion
The behaviour framework has been a valuable tool for my own development and for identifying areas of focus for the team. It reinforces the strengths we already have while encouraging continuous improvement and a growth mindset.