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Innovation & Continuous Improvement

We will be forward looking and will demonstrate a passion for change and innovation.

We will seek, implement and support innovative ideas for improvement that are practical and imaginative. We will continuously draw upon our diverse experiences to help generate and drive ideas that move our business forward. We will be responsive to change, quickly identifying and acting on opportunities, combining forethought with action. We will take a proactive approach towards risk, building strategies for risk management into our working processes.

Why is this important?

Our pioneering, innovative culture will add value to our services, help us continue to grow and be recognised as a world-class organisation. Continuous improvement will ensure we evolve to meet changing business demands for long term business success.

Level 1
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Level 3
Level 4
Level 5
Effective behaviour
  • Demonstrates openness and flexibility to changes, ideas, different points of view and ways of working.
  • Adapts to and implements new processes and initiatives within own role.
  • Asks questions and seeks clarification when changes are introduced.
  • Takes initiative to share ideas with colleagues, speaking up to help improve ways of working.
  • Constructively raises issues with managers about change and the impact this may have on their own role or service delivery.
  • Recognises risks associated with decisions and informs others where necessary.
  • Embraces new processes and/or technology which can improve efficiency in their role.
  • Actively participates in creative thinking and problem solving initiatives to improve ways of working.
Ineffective behaviour
  • Unwilling to contribute or share their ideas for improvements.
  • Resistant to change and shows little interest in the reasons for change.
  • Displays negativity or apathy during periods of change.
  • Takes action without considering the risks involved.
Effective behaviour
  • Takes ownership for effectively communicating change clearly, to help colleagues understand why it’s being introduced and sell the benefits it will bring.
  • Reflects on own way of working and regularly reviews processes and procedures to make continuous improvements.
  • Encourages and influences colleagues to be creative and to question established processes, generating ideas for improvement and taking measured risks.
  • Identifies and constructively escalates the positive and negative effects that change may have on own role/team.
  • Generates and shares ideas beyond own area of responsibility benefiting the team or department.
  • Applies technology where beneficial to achieve more efficient and effective results.
  • Takes responsibility and ownership for turning ideas into action.
Ineffective behaviour
  • Dismisses colleagues concerns about change and misses the opportunity to address these concerns.
  • Reluctant to consider ways to improve service in own area.
  • Avoids the use of technology, sticking to old ways of working or tried and tested methods.
  • Fails to act when new initiatives are losing momentum.
  • Demonstrates territorial or defensive behaviours during periods of change or when presented with new ideas.
Effective behaviour
  • Provides support and encouragement when leading team/colleagues through the phases of the change curve.
  • Consistently clarifies and communicates direction and is able to adapt to changing priorities.
  • Prepares, plans and responds appropriately to the range of potential effects that change may have on their own role/team or stakeholders.
  • Prepared to take measured risks, ensuring these are planned and their impact assessed.
  • Open minded and encourages ideas and new perspectives from team members and stakeholders and uses these to inform their own thinking.
  • Encourages colleagues to come up with innovative solutions to problems, and recognises those who take initiative and demonstrate creativity.
  • Supports the implementation of new technology, encourages colleagues to embrace change and provides the necessary support and training.
Ineffective behaviour
  • Acts as an ambassador for change, translating change into meaningful and logical steps. Providing others with the necessary information and resources to make it happen.
  • Positively influences and provides constructive challenge to senior managers on change plans that will affect their functional area.
  • Drives a change and risk management culture. Puts measures in place to identify, manage and minimise risks (e.g. financial, business continuity, health and safety)
  • Oversees implementation of new initiatives, encourages and recognises ideas and measured risk taking within own function that results in better ways of working or improved services.
  • Actively seeks out and capitalises on opportunities to innovate within their own functional areas to achieve business goals.
  • Creates effective plans to manage change in the context of the wider business strategy and responds effectively to critical events.
Effective behaviour
  • Acts as an ambassador for change, translating change into meaningful and logical steps. Providing others with the necessary information and resources to make it happen.
  • Positively influences and provides constructive challenge to senior managers on change plans that will affect their functional area.
  • Drives a change and risk management culture. Puts measures in place to identify, manage and minimise risks (e.g. financial, business continuity, health and safety)
  • Oversees implementation of new initiatives, encourages and recognises ideas and measured risk taking within own function that results in better ways of working or improved services.
  • Actively seeks out and capitalises on opportunities to innovate within their own functional areas to achieve business goals.
  • Creates effective plans to manage change in the context of the wider business strategy and responds effectively to critical events.
Ineffective behaviour
  • Fails to demonstrate strong leadership during times of change, leaving colleagues un-engaged with the process.
  • Takes a passive role in relation to change implementation.
  • Argues to retain the status quo or retain current approaches, avoiding challenge, innovation and appropriate risk.
  • Adopts an unsystematic approach to change management that causes confusion about priorities and timelines.
Ineffective behaviour
  • Takes responsibility for developing and communicating a vision and strategic approach for the future success of Encirc.
  • Factors in the potential implications of change on business performance and organisational culture, when making strategic decisions.
  • Creates a progressive culture of innovation, creativity and continuous learning.
  • Analyses how external trends may affect our business and develops strategies to capitalise opportunities or mitigate impact.
  • Sets and creates a supportive culture in which colleagues are risk aware and confident in taking acceptable risks.
  • Researches and demonstrates a knowledge of change methodology and the role of a leader during times of organisational change.
  • Applies holistic approach to organisational change, to include actions required in strategic leadership, stakeholder management and project/programme management principles.
Effective behaviour
  • Instigates change with no consideration of potential impact on stakeholders.
  • Operates a blame culture if risks do not pay off, creating a punitive climate and culture.
  • Adopts an ad-hoc approach to change management, focusing solely on the tasks to the detriment of the organisational culture and morale.
  • Fails to harness the full benefit of creative contributions from all levels of the organisation.
Value Leaders
Phil Mason
Phil Mason
Andrew Morris
Andrew Morris