I have the moral courage to raise issues and concerns upwards and convey difficult messages downwards, even though they may be unwelcome or unpopular.

I don't avoid or seek to distance myself from difficult conversations, messages or situations. 

If I have a conflict or issue with someone I take constructive steps to address it.

I adhere to the values expressed in the guiding principles even when there might be personal, commercial or other gain at stake.

I show consistency between what I say and what I do - I walk the talk.

I practice ‘considerate candour’ by communicating clearly, openly and honestly about what's on my mind, without being cruel or insensitive.

I own my mistakes.  I consider my role when things don’t go well, reflect on what I need to do differently in future and do it. I apologise when necessary.

I maintain confidentiality.  I don’t share information or experiences that are not mine to share.

I respect other people’s boundaries, time, personal values, and identity - for example, not assuming my time is more important

I actively invite participation and discussion and ask open questions to encourage people to get involved and share their opinions and ideas. 

I demonstrate trust in my team by supervising only as needed and allowing them to make decisions and take action based on their expertise, rather than seeking control, comfort, or power.   

When setting or delegating a task, I ensure clarity of the outcome required (what) and the reasons ( why), and then I leave them to work out how to achieve it.  

I ask more than I tell.  I help build people’s competence and confidence by using coaching skills, staying curious, and giving them space to problem-solve.    

I am willing to take proportionate risks to allow people room to experiment and learn. I take accountability if things don't go entirely to plan.  I don't let the team/individual take the fall.

If things go wrong, unless there is evidence of deliberate intent, I focus on learning, when things go well I give credit where it is due.

I don't treat knowledge as power. I share information and ensure people have sufficient information to support success and network beyond the team. 

I champion others by encouraging and supporting them, amplifying their voice and enhancing their connections by making introductions and extending networks.

I value others’ emotions and perspectives by making time to listen, checking my understanding, not dismissing how they feel, and avoiding judgement.

I show interest in the ‘human’ beyond the task,  displaying empathy, being compassionate and when necessary supporting them and adapting when conflicting demands occur.

I seek to understand how decisions and changes might impact people, remain open to feedback and ideas and acknowledge ongoing issues and concerns.

I make myself available and approachable by putting people at ease, showing an interest, being patient and mindful of my body language.

I ensure fairness by being clear about what is expected, ensuring these ‘rules’ apply equally to all, whilst recognising my approach will vary by need. 

 I provide honest feedback, transparency and clear reasons for the decisions I make. I don't play favourites.

I undertake continual professional development and maintain an awareness of the wider organisational context to ensure I have the necessary knowledge and skills to be competent in my role.

I am willing to make appropriate decisions commensurate with my role to ensure timely responses to challenges and opportunities, make improvements and reduce uncertainty. 

I do what I say I’ll do and don't over-promise for myself or the team.

I don't confuse position with expertise. I openly acknowledge that others bring valuable knowledge and expertise and show a willingness to utilise their skills.

I always try to extend a generous interpretation to the intentions, words and actions of others.

I actively seek feedback and make time for reflection, to improve my self-awareness enabling me to manage potential ‘derailers’ that could undermine my credibility.

I maintain a constructive but authentic outlook which means I acknowledge uncertainty or ambiguity and am open about the impact that has on me and the team.

I demonstrate conviction, drive progress by consistently demonstrating personal initiative, energy and commitment, and inspire others to overcome challenges and achieve tangible results.

I champion a shared sense of direction and purpose, actively engaging team members and cultivating diverse perspectives to envision this future. 

I promote a culture of innovation by encouraging and embracing new perspectives, challenging the status quo, and empowering others to drive positive change through a focus on continuous improvement and sharing best practices. 

I encourage ‘intelligent risk-taking’ by role modelling, establishing clear boundaries, not punishing people who take smart risks, helping them learn from mistakes and encouraging them to try again.

I am adaptable and flexible, responding quickly to changing demands or priorities and remaining open to reconsidering things when needed   

I am resilient when faced with setbacks managing my emotions and maintaining a positive outlook, whilst supporting others to do the same.