On 28 February, we launched the first of our of ‘Big Conversation’ sessions – a series of discussions around each theme of the NHS People Promise which make up the topics of the Staff Survey. The sessions are about issues that matter to you. Our aim is to get to the heart of what our staff think would make the biggest difference. Our fifth topic held on Monday 6 June focused on ‘Team’ and was hosted by Kieron Galloway, Chief People Officer. 

A big thank you to everyone who came along to the session. We really valued hearing your thoughts and ideas.  

If you missed the session and still want to get involved, there are lots of ways you can do so.  

Once you are caught up, click here to add your feedback and experience with subjects surrounding this theme (i.e., what makes you feel part of your team), and click here to feedback on how we could improve the sessions going forward. 

Some of the key themes that you shared at the session included:  

  • Team identity
  • The importance of communication
  • Psychological safety
  • Focusing on wellbeing

Click on the accordions below to find out more.

  • Team identity – people may be part of multiple teams, across sites and the wider HHFT team. It can be challenging to feel part of multiple teams or a bigger team. 
  • Maintaining effective communication with team members across sites, over the phone, virtually and across the trust. Tone can be lost on emails and face to face may be easier to interpret. Organisational communication assumes knowledge of acronyms. 
  • Space to have face to face onsite meetings – remote workers can feel isolated and may value regular face to face meetings to get to know colleagues. It can be difficult to coordinate this when staff work remotely or across multiple sites. 
  • Prioritising team meetings when workload pressures remain high, team meetings can help to keep the team informed and build relationships. 
  • Prioritising wellbeing within a team, which can be difficult with operational pressures meaning colleagues may be reluctant to take annual leave. Concerns about wellbeing can be easy to miss virtually. Lack of consistent support for all levels of staff. 
  • Creating a culture of psychological safety to encourage open, honest feedback and accountability, supporting each other through the process.  
  • Supporting protected time for regular team meetings and one-to-ones to ensure they are prioritised despite operational pressures. This can encourage colleagues to feel more supported and developed. 
  • Sharing available spaces that teams can access for meetings, confidential hubs, calls and workspace etc. 
  • Promoting the work of wider teams through videos or a newsletter, this has worked well with the facilities team on YouTube. 
  • Signposting to the wellbeing resources available, for both individuals and teams. 
  • Aligning trust, division and team objectives with a common purpose as it can be difficult to see the bigger picture at times. 
  • Providing shadowing opportunities across all levels and peer support, particularly for line managers. 
  • Providing training for team leaders on what makes an effective team including sharing the benefits of regular team meetings, encouraging all staff members to partake in reflective practice and supporting managers to understand the skill vs will matrix. 
  • A consistent approach to succession planning – other trusts have working groups to examine gaps, weaknesses, retirement ages etc. 
  • Creating psychological safety within the team so that ideas can be challenged in a safe space for the benefit of the team. 
  • Seeking feedback from the team and be open to being challenged as a leader, hearing the ideas of the team. 
  • Providing balanced feedback including both positive praise and constructive feedback in a safe environment. 
  • Prioritising regular team meetings to give the team an opportunity to check in as a group and explore the best ways of working to promote a mutual understanding. 
  • Supplying teams with clear guidance on who to contact for what when remote working. 
  • Communicating changes that are outside of the managers control so there is an understanding amongst the team for why feedback can or cannot be taken forward into actions. 
  • Focusing on the small touches that make a big difference to team dynamic – saying hello, being visible, being compassionate, checking in with team members, asking how you can support them and sharing how they can support you. 
  • Promoting cultural awareness and take the time to understand team members. 
  • Creating clear shared objectives and purpose - e.g., 'ward vision' to help with identity, celebrating differences and working towards a collective goals. 
  • Taking responsibility for and role modelling cultural behaviours, living the trust values and prioritising the team through open and honest conversations. Everyone can contribute towards HHFT team culture. 
  • Being mindful of email culture, particularly when colleagues are on annual leave. 
  • Ensuring recruitment practices are robust to ensure individuals are team players. 
  • Being an upstander not a bystander - supporting colleagues, advocating for each other, listening then acting, and encouraging others to speak up. 
  • Sharing constructive feedback directly rather than through talking to others and celebrating team members. 
  • Promoting a culture of inclusivity. 

Actions

  • We know that colleagues are a part of and identify with multiple teams, but we are all part of team HHFT. Role modelling our trust CARE values promotes inclusivity and kindness to all our team members. 
  • Our draft seven-year strategy sets out how we will achieve our joint mission to deliver outstanding care to our patients, population and staff.  Each team has an important role in contributing to the delivery of the strategy.  
  • Connecting regularly can help to overcome the challenges created by being a part of multiple teams or a bigger team. Would you be interested in a virtual trust wide coffee break to talk to someone and feel connected – let us know at culturechange@hhft.nhs.uk. 
  • We have four champions groups, LGBT+, BAME, Disability and International Workforce, as part of our inclusivity networks. If you would be interested in joining one of the champions groups as a member or an ally, please contact inclusivity@hhft.nhs.uk.  
  • Colleagues shared that it was useful to promote what other teams are working on. If you have something your team is working on that you would like to share, we would love to hear from you at culturechange@hhft.nhs.uk.  
  • Staff shared how much they value regular opportunities to connect with colleagues. If you are a line manager, consider how you might create regular protected time for the team to connect and share ideas, concerns and feedback. If you are a team member, consider how you might support create a culture of psychological safety to facilitate this. The Team Toolkit on Trustnet can support this. 
  • Celebrating successes as well as providing constructive feedback can make a big difference. If you would like to say thank you to a colleague with a CARE value thank you card, then please request some from the Organisation Development team at organisationaldevelopment@hhft.nhs.uk.   
  • Home workers reported feeling isolated without opportunities for regular meetings. The wellbeing team are reinvigorating the home workers forum as a place to connect and stay informed about self-care.  
  • If you and your team are interested in the Affina OD journey, please email  organisationaldevelopment@hhft.nhs.uk. 
  • Log onto Green Brain to access the Map to Management matrix which covers a range of communication courses and the Presentation Skills course focusing on confidence in speaking up in all arenas. 'Getting Assertiveness right' is a new communication course coming soon in the Autumn. 
  • You can access resources to support your wellbeing on Trustnet here. Operational pressures were highlighted as a barrier to taking annual leave but it important to take your annual leave for both your physical and mental health. 
  • Ask twice – colleagues might say they are ‘fine’ when they might not be, a second ‘how are you’ can make all the difference. Read more about Time to Change’s guide to asking twice. 
  • Colleagues reported feeling pressure when they receive lots of emails whilst they are off work, and it can be difficult to catch up. This ‘getting your inbox to zero’ guide has lots of useful tips on managing your inbox. 
  • Access to work and desk space has been raised regularly throughout each of our Big Conversations. 
  • We are developing a short questionnaire to understand your work and desk space needs. Keep a look out for it in the emails from the communication team. Once we have your responses we will endeavour to share where and how to access spaces. 

We received some feedback that colleagues may not know how to contribute to the Jamboards during the Big Conversation sessions. We really value your feedback, so here is a useful guide on how to add your comments to a Jamboard. We’ll also be demonstrating how to use them in our next Big Conversation sessions. 

 

There are lots of ways you can get involved in our Big Conversation going forward, please email us at culturechange@hhft.nhs.uk if you would like to take part, we would love to hear from you.