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Collaboration

We share our skills, knowledge and insights with openness to achieve the best possible results.

We will collaborate across organisational and geographical boundaries for successful outcomes. We will mobilise and energise others to achieve success, inspired by a common vision. We will work effectively to develop, strengthen and maintain internal and external partnerships. We will be supportive; demonstrating respect for the contribution of others and facilitating effective teamwork. We will share our skills, knowledge and insights to achieve common goals, taking time to listen and consider different perspectives. We will be proud of our diverse community, we will promote equal opportunities and foster a culture of inclusion and transparency.

Why is it important?

Effective collaboration will help us to achieve our full potential, organisationally and individually, securing a successful future for all.

Level 1
Level 2
Level 3
Level 4
Level 5
Effective Behaviour
  • Builds collaborative working relationships with a diverse range of colleagues, openly sharing information, knowledge and skills.
  • Delivers on commitments made and keeps colleagues informed of any changes.
  • Contributes willingly towards the accomplishment of their own and team goals, doing their share of the work.
  • Recognises and offers help and support to colleagues when needed.
  • Works proactively with others to identify solutions to issues.
  • Demonstrates awareness of conditions that affect own and other’s health & safety and proactively follows these standards/ policies.
  • Takes responsibility for their own actions.
  • Expresses own view appropriately and actively listens to colleague’s opinions and ideas to understand their point of view.
  • Uses the most appropriate method when communicating e.g. face to face, telephone.
  • Checks emails, noticeboards and any other forms of communication and responds where relevant.
Ineffective behaviour
  • Does not share information with others
  • Does not take appropriate action to develop self- awareness of the impact that their own behaviour has on others.
  • Maintains a negative view in discussions with others.
  • Prefers to work alone or in isolation.
  • Uses inappropriate body or verbal language which negatively impacts on others.
  • Demonstrates a lack of consideration for others outside of own area responsibility
  • Blames others when things do not go to plan
Effective Behaviour
  • Facilitates cooperation within and between teams creating opportunities for sharing and learning.
  • Listens attentively to others and checks their understanding by asking questions.
  • Ascertains the main issues that affect the team and resolves these with minimal direction.
  • Improves performance, relationships and engagement by taking into consideration colleague’s preferences and motivations.
  • Promotes equality and diversity to achieve an inclusive working environment.
  • Supports colleagues to solve work problems and achieve team objectives.
  • Willingly takes on additional responsibilities to facilitate the achievement of team goals.
  • Identifies the appropriate audience for sharing information and proactively and promptly shares fact based information.
  • Offers help in areas where their own expertise is relevant.
  • Confidently challenges in-appropriate language or behaviours and takes the necessary next steps.
  • Recognises their preferred conflict handling style and when it may be appropriate to use an alternative style.
Ineffective behaviour
  • Favours colleagues who have similar working styles and preferences to their own and is critical of/ ignores those who do not.
  • Supports individual or silo ways of working.
  • Adopts a biased, exclusive or disrespectful manner in their dealings with others
  • Avoids dealing with or ignores inappropriate behaviour.
  • Acts as part of the team, ignoring their supervisory position.
  • Holds onto information, does not explain decisions or update others.
  • Overlooks opportunities to work collaboratively with others
Effective Behaviour
  • Builds support, commitment, enthusiasm and energises colleagues to work together to achieve team goals.
  • Takes ownership for creating a working environment that fosters equality, diversity and inclusion.
  • Proactively seeks information, resources and support from others outside own or immediate team to help deliver results.
  • Maintains an appropriate emotional distance from the team.
  • Builds a wide network internally and externally leveraging this to benefit the work of their team.
  • Identifies opportunities to share information and knowledge with team and stakeholders.
  • Deals with conflict quickly in a calm and constructive manner.
  • Upholds decisions when necessary and maintains the standpoints and actions of their team, taking into consideration the wider business impact.
  • Communicates in an open, honest and engaging way, with colleagues and stakeholders.
  • Sets a climate where team and organisational achievements are recognised, rewarded and celebrated.
Ineffective behaviour
  • Spends little time networking or building relationships with stakeholders, preferring to work in isolation.
  • Gives in or concedes when challenged when it is inappropriate to do so.
  • Fails to consider the impact of what they are doing on other services or teams and does not take action to mitigate.
  • Ignores difficult situations allowing conflict to escalate.
  • Interferes in areas outside of their own responsibility and/or is inappropriately involved in individual’s problems.
  • Fails to prioritise or respond to communication from other areas when too engrossed in own area
  • Operates in a manner which undermines the organisational hierarchy
Effective Behaviour
  • Proactively creates, maintains and promotes a strong network of connections with colleagues across department and with external stakeholders.
  • Actively breaks down silo working and removes barriers to effective collaboration
  • Manages team dynamics when working across departmental, organisational and geographical boundaries.
  • Shares resources readily to support higher priority work showing support for the shared goals of Encirc.
  • Seeks constructive outcomes in discussions, assertively challenges assumptions but is prepared to collaborate to facilitate progression.
  • Sets out clear expectations that bullying, discrimination and harassment is not tolerated.
  • Consults colleagues and stakeholders in relation to key decisions and activities taking on board their views, priorities and expectations.
Ineffective behaviour
  • Focus on delivery at the expense of building networks and effective relationships across and beyond their area.
  • Pushes forward initiatives on basis of personal agenda or advantage and refuses to adapt or compromise.
  • Appears unapproachable and out of touch with the day to day working and challenges of their teams.
  • Demonstrates defensive and/or territorial behaviour when approached or challenged.
  • Encourages behaviour which undermines the organisational hierarchy
Effective Behaviour
  • Works collaboratively across functions and geography to ensure full alignment of the corporate objectives.
  • Builds strong networks and partnerships externally and at the highest levels to support the achievement of our corporate objectives.
  • Actively challenges and addresses “silo attitudes” to encourage effective relationship building internally and externally.
  • Promotes and leads on initiatives that highlight the importance of respecting and embracing diversity across the organisation.
  • Confronts issues and challenges assumptions at the highest levels with stakeholders and customers assertively and constructively.
  • Sets out clear mandate that bullying, harassment and discrimination are unacceptable at any level of the organisation.
  • Creates a culture that promotes the free flow of communication and sharing of ideas across the organisation.
Ineffective behaviour
  • Competes inappropriately with other departments or organisational areas in a way that negatively affects Encirc’s ability to achieve success.
  • Creates and allows narrow ways of working within departments, promoting a “knowledge is power “culture.
  • Restricts collaboration to existing relationships, gives limited attention to the importance of building networks.
  • Promotes behaviour which undermines the organisational hierarchy
Value Leaders
Sean Murphy
Sean Murphy
Paul Williams
Paul Williams