Using all of the tools available

• Consider if something you're doing or a decision you have been a part of needs to be communicated to others, and decide what's the best method for that
  
  
• Be proficient in the use of Teams, Outlook, etc both on your phone and on your laptop and be comfortable with a variety of communication methods
  
  
• Be thoughtful about the best method of communication to use
  
  
• If you don't know how to use a communication tool, look for information on SharePoint or ask for help
  
  
• Use all of the tools at your disposal to indicate when you're available and when you're not
  
  
• Be thorough in keeping your diary up to date
  

Giving and receiving feedback well

• Be open to feedback by asking for it regularly so that it becomes normal and not daunting
  
  
• Give feedback when you think something has gone well or when you're struggling with something
  
  
• Feedback should always be clear, non-judgemental, factual and focused on behaviour and what has happened - and not personal
  

Being open, honest and clear and use radical candour

• When a decision is made make sure it's communicated to everyone that needs to know
  
  
• Be very clear when you can and cannot do something - especially around deadlines
  
  
• Give people deadlines when you will get back to them or provide something, and stick to them
  
  
• If you cannot/don't know how/feel unsure about something - say so
  
  
• Radical candour is all about the balance between giving harsh critical feedback and being so soft that you don't give any at all or collude. It is very linked to being an adult and having adult-adult conversations. Radical candour is about sticking to the facts but applying the right amount of compassion. You can find out more here

Balancing reactivity and proactivity

• If you can see something that could be improved, and you have the authority in your role to make the improvement - go ahead and do it! If you don't have the authority, don't keep it to yourself; problem solve with others and make suggestions for change
  
  
• If the same mistake keeps on happening again and again or the same problem or issue keeps cropping up and you have ideas for solutions, share them
  
  
• Be proactive... if you can see something that could be improved don't be afraid to say so
  

Collaborative development

• If something is changing around you don't wait for it to happen 'to' you - take the opportunities available to get involved or find out more
  
  
• If there's a consultation about a change or something new taking place, add your voice
  
  
• If a change is happening and you can see the benefits, be a champion and help those that are struggling with it
  

Focusing on outcome and taking bold decisions

• If a change is feeling uncomfortable, focus on the outcome or aims of the change rather than how it might affect you
  
  
• Think about how you can contribute to get through the change more smoothly and effectively so that the outcome is achieved with your help and involvement
  
  

• No great change was ever implemented by people afraid to take bold and brave decisions... use the support of your colleagues to facilitate positive change.
  
  

• If you want to try something different and you can see that it will improve things and bring us closer to our mission say something - make it happen!

Asking and understanding why

• Change can be uncomfortable but if you seek to understand why it's being made you will be more likely to move towards acceptance and involvement
  
  
• If you don't understand why a change is happening - find out more and help others to understand as well
  
  
• Focus on the business reasons rather than the impact it may have on your convenience or experience
  
  
• If you think a change being introduced is going to make things worse (particularly for the people we help) speak up early on so your concerns can be taken into account and addressed
  

Balancing the needs of individuals and teams 

• Sometimes we have to change our routine or put ourselves out so that our team or teams can collaborate or work more effectively - be prepared to give and take in this regard
  
  
• If you see a teammate struggling and you can help them along do so
  
  
• Be flexible when members of your team are absent and offer to 'step in' if necessary and you have the skills and knowledge to do so
  
  
• Remember you matter to LionHeart so if you need help or support your team are there to help you; talk to them and give them that opportunity to help
  

• Other teams' deadlines may need you to work more flexibly at times

No tolerance for harassment and bullying, understanding not blaming

• If you feel bullied or harassed yourself, try to have an open and honest adult to adult conversation with the person or people concerned because they may not have any idea that you find their behaviour difficult or upsetting
  
  
• If you don't feel able to have these informal conversations though, or you have and nothing has changed, remember we have policies and processes to deal with harassment and bullying
  
  
• Even if you're not the person experiencing the harassment or bullying use our systems and processes to call it out
  
  

• When a mistake is made, don't jump to look for whose fault it was; the first priority is to fix the problem and find solutions.

  
  

• Mistakes are human and normal; treat them like that.

  
  

• Mistakes are a learning opportunity; when you've made a mistake focus on what you learnt not what you did.

Recognising achievements and being clear about expectations

• If you think someone has done some great work - say so and celebrate it. You can use the praise function on Teams, share in the all-staff group or say something during an all-staff meeting.
  
  
• Nominate people for LionHeart Awards and Rewards
  
  

• Be clear about expectations; if you need something by a certain time or in a certain format say so.

  
  

• If you can't make a meeting or a deadline, give plenty of notice of that and look to compromise if possible.

  
  

• Don't expect someone to check in with you to find out how you're progressing; tell them!

Using delegation appropriately and owning up to mistakes

• If you think a task rightly belongs to someone else hand it over and don't do it yourself because you don't want to ask
  
  
• If you delegate work, make sure you're delegating clearly and succinctly and that the person you've delegated to understands what you're asking
  
  
• Delegating upwards is sometimes the right thing to do... delegation doesn't always have to be someone less senior than you
  
  
• We will make sure that the boundaries of your role are clear to you through your role description - let us know if you feel it needs updating
  
  

• If you've made a mistake it helps to share - you can work with others to find solutions. Don't cover up your mistakes; be open and honest about them so that people can help you to solve them. If someone else has made a mistake give feedback that is clear, non-judgmental, and compassionate. Try to find some solutions yourself before reporting a mistake to others.

Avoiding bureaucracy

• Don't create complicated or rigid systems
  
  
• File things logically and only once if possible
  
  
• If a system or process seems unnecessarily complex see if you can simplify it
  

Recognising that there are sometimes exceptions to rules

• Recognise that sometimes circumstances don't quite fit our systems or processes and that things are not always perfectly clear
  
  
• Remember that there are always exceptions to rules... don't stick doggedly to a policy or procedure if on this occasion it doesn't make sense. Instead, discuss with your manager whether another approach is better

• Do not be afraid to ask if you can help or if you need help

Using systems that make work easier

• If a system you're using is making your work more difficult see if you can find out whether it can change or ask why it is the way it is - you may find there is flexibility to change things that seem set in stone if that makes everyone's life easier
  
  
• Our processes and systems and rules are there to guide you... they're not meant to 'bind' you so if something is getting in the way of your progress speak to your manager

Prioritising appropriately, assessing risks diligently and focusing on strategy

• Use the Eisenhower matrix as it will give you a common-sense approach to conflicting priorities
  
  
• When you're decision making it's important that those decisions are informed by sensible risk assessment. Think about as many risks as you can but make sure they're realistic and you're not crystal ball gazing; financial, reputational, the risks to the people we help and the people we employ are all important risks to consider
  
  

• The most important priority for LionHeart is that our services are delivered effectively and that our charitable aims are met - if you keep these as guides when you're unsure you should find a way through

Taking opportunities to lead

• If you can see something that needs to be changed and would like to help to do that - say so, no matter where in the structure you are
  
  
• We don't want people to simply 'follow' our lead - we want people to influence our decision making and to tell us how they want to be led
  
  
• Take on every opportunity you can to lead and develop - you'll not only be driving the organisation forward, but you'll also be developing your own skills and confidence.
  

Do as you would...

• This is a 'golden rule' that everyone benefits from - be open, be clear, speak the truth and be kind
  
  
• If you see someone struggling offer to help
  
  
• If you spot an injustice speak out and name it

Innovate and be brave

• Most of LionHeart's best ideas have come from people within teams spotting an opportunity and building on it. It really doesn't matter who you are in the organisation you can look for those opportunities to create positive change or introduce new ideas
  
  
• Leaders are brave and will point to the elephant in the room so that the organisation can move forward
  
  
• Leaders will be happy to challenge or contradict the 'party line'

• Keep your promises as a leader

Purposeful about our culture

• If we're mindful about our culture we can create the one we want - accept your part in the development of culture and try to be purposeful and aware of how you contribute
  
  
• We want a collaborative, warm, supportive flexible culture - to get that, we all have to be all of those things
  
  
• Commit to your team and take the opportunity to get involved in cross organisational opportunities as much as possible so that we can develop and maintain positivity