Senior leaders show this when they do the following…

We are professional

Acts as an ambassador and role model in everything they do and at all times in the community (POCF)
Behaves selflessly and with integrity and delivers on promises made to staff, elected members and the public
Encourages a coaching culture and puts in place mechanisms which give people access to coaching and mentoring
Demonstrates a drive for efficiency, improvement and value for money, benchmarking performance against wider sector and service standards to better serve the public and communities (POCF)
Develops and builds effective relationships with senior colleagues, elected members and collaborative partners (I)
Demonstrates strong awareness, understanding and compliance with NFRS corporate, financial and project governance arrangements
Prioritises the development of talent and drives a culture of aspiration and success
Tackles, and takes accountability for under-performance, sickness absence, or mediocrity within the team and wider service to better serve the public and communities (L)

Senior leaders don’t show this when…

Fails to act as a role model and inspire others
Fails to declare a relationship which may be regarded as inappropriate or unethical.
Promotes silo mentality rather than collective responsibility for others’ problems
Tends to apportion blame to others when things go wrong
Allows personality clashes or history to cloud judgement or decision-making Makes unrealistic promises about what can be delivered
Unwilling to recognise, or deal with, capability or performance issues in self or others Avoids difficult conversations and confrontation
Gives up in the face of obstacles and does not demonstrate a sense of personal responsibility for delivery (L)

Assesses the wider operational and political environment to manage the impact of changes, sharing knowledge with colleagues
Drives through transformational change to achieve excellence at NFRS Articulates a clear vision for the future of NFRS
Encourages innovation, including new technology, to improve service delivery
Seeks feedback about own performance in order to keep learning and developing
Admits and learns from mistakes and encourages others to do the same (EDI)
Is willing to adapt and modify behaviour in order to meet emerging needs
Fosters and embeds the principles of a learning organisation

Senior leaders don’t show this when…

Does not focus on a drive to improve service delivery
Fails to prioritise, keep track of progress, or adapt approach when deadlines, targets or standards are threatened or changed
Obstructive towards learning or progress
Fails to see relevance of wider organisation issues, sector trends or contextual developments to organisation or role; fails to communicate these
Rejects ideas quickly or spontaneously without reflection or adequate insights
Shows stubbornness in the face of opposition, even when proved wrong

Proactively maintains team/stakeholder cohesion, trust, wellbeing and productivity
Mindful of diversity (of thought as well as identity) affecting decision-making and approach to problems
Proactively addresses relationship breakdown at organisational level and with key stakeholders
Demonstrates collective responsibility at a strategic level through clear action and messaging
Is aware of their personal impact on the people around them and always seek to improve how they work with others
Creates a culture where individual and team wellbeing is a priority and has systems and processes in place to make sure teams are coping
Looks after personal health and wellbeing of self and others and seeks help if it is needed

Senior leaders don’t show this when…

Fails to understand or appreciate impact on others; does not consider situation from others’ viewpoint
Is preoccupied with own or hidden agenda rather than the needs of staff, customers or partner agencies
Fails to build contact with people beyond own work area
Consistently works in isolation, pursuing own solution without involvement of appropriate stakeholders
Gives little time to the development of peers and colleagues

Helps colleagues/the team understand different organisational politics, personalities and suitable tactics for tackling different situations
Works hard to build and keep trust by listening to others’ views and adapting to change (D&R)
Understands, interprets and effectively manages complex group dynamics
Provides strategic leadership and decision-making in promoting diversity and inclusion
Promotes two-way dialogue and seeks mutually beneficial solutions
Is committed to developing an organisational culture which is progressive, inclusive and values-led (D&R, L)
Diffuses conflict situations, focusing on outcomes and issues without isolating individuals and/or diverse perspectives (D&R)
Reflects on the extent of the impact of own behaviour on colleagues and partners, adjusting behaviour appropriately
Considers the impact on people in the short and long- term (on both colleagues and public) associated with key strategic decisions (L)
Fosters a culture of mutual respect - swiftly tackles bullying, discriminatory, aggressive or inappropriate behaviour (D&R)
Ensures that senior colleagues, elected members and partners who display inappropriate or insensitive behaviour are challenged appropriately (D&R)
Recognises that leaders exist at all levels in the organisation and communities (L)

Senior leaders don’t show this when…

Shows little consideration or respect for other colleagues
Challenges others in a way that intimidates or undermines
Fails to appreciate the need to engage the support of stakeholders
Fails to allow others to put in different views in meetings
Overlooks inappropriate behaviour with regard to the organisation’s processes, values and expected behaviours
Fails to recognise the value of diversity
Fails to understand impact of own identity, gender and culture on behaviour and decision-making