Supervisory and middle managers show this when they do the following…

We are professional

Is proactive in tackling situations that may have a negative impact on the reputation of the team or Service (L)
Sets clear performance measures and structures to track team performance, tackling any issues that arise (L) (e.g. regular 1:1s, PDRs, PDPs, PPIPs)
Encourages and persuades others to improve performance and raise standards (POCF)
Considers and balances Service risks when managing work priorities and activities
Drives self and colleagues towards key objectives and outcomes, accepting personal accountability for missed deadlines or errors
Promotes and upholds our values and professional standards
Demonstrates a responsible approach to confidentiality and can be trusted with sensitive information
Can evidence decisions and is able to explain their behaviour (I)
Acts as a role model and inspires others within the Service and local communities (POCF)

Supervisory and middle managers don’t show this when they…

Fail to declare a relationship which may be regarded as inappropriate or unethical.
Promote silo mentality rather than collective responsibility for others’ problems
Allow personality clashes or history to cloud judgement or decision-making (D&R)
Tend to apportion blame to others when things go wrong
Are unwilling to recognise, or deal with, capability or performance issues in self or others; avoids difficult conversations and confrontation
Give up in the face of obstacles and do not demonstrate a sense of personal responsibility for delivery
Show a lack of understanding or respect for established governance arrangements and processes

Works with teams to adopt a unified approach to working practices
Willingly shares team’s resources, knowledge and information with others
Breaks down ‘them and us’ mentalities and silos through honesty, transparency and wider engagement inside and outside NFRS
Does not let relationship problems develop which adversely impact on morale, wellbeing or performance
Creates a culture where individual and team wellbeing is a priority
Ensure systems and processes are in place to support teams

Supervisory and middle managers don’t show this when they…

Fail to understand or appreciate their impact on others
Do not consider situation from others’ viewpoint
Are 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 the involvement of appropriate stakeholders
Gives little time to the development of peers and colleagues

Are open-minded about new ideas and suggestions and empowers others to innovate
Seek opportunities to collaborate and build effective networks for change
Seek feedback from line managers, peers and team about own performance in order to keep learning and developing
Take ownership of managerial messages and the change process
Avoid being overly-cautious, or too traditional when solving existing or emerging issues
Evaluate impact of changes to service delivery to learn lessons and implement that learning (POCF)

Supervisory and middle managers don’t show this when they…

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
Shows a lack of willingness to take an alternative approach irrespective of its merits

Listens to, and gets input on, ideas and views from a diverse range of perspectives, regardless of seniority or position (D&R)
Is pro-active in considering how to deliver better services for individual customers and communities (POCF)
Addresses intimidating/bullying/discriminatory behaviour, retaining emotional control and perspective (EDI)
Is proactive in employing, recruiting and retaining a diverse workforce and supports the Service’s approach to positive action (POCF)
Looks for opportunities to support others through 1:1s and coaching/mentoring, developing own skills where necessary (D&R)
Actively seeks to understand where others are coming from during meetings and discussions with others to meet their needs
Avoids jumping to conclusions by taking steps to understand underlying causes behind people’s behaviour or views
Tackles relationship breakdowns swiftly, isolating key issues and taking appropriate courses of action Is aware of unconscious bias and the impact on the workplace and managing people and public (EDI)

Supervisory and middle managers don’t show this when they…