1.3 Build and maintain team commitment to the service and its values by consistently demonstrating own commitment and expressing own vision

This guide will help you answer 1.3 Build and maintain team commitment to the service and its values by consistently demonstrating own commitment and expressing own vision.

Commitment from your team is key to delivering high-quality adult care. Team members need to feel connected to your service and its values. As a leader, your own actions and vision play a big role in building and maintaining that commitment.

In this guide, we will look at how you can inspire your team by demonstrating your own dedication and making your vision clear.

What is the Meaning of Commitment and Values?

Commitment means your team members give their best and stay focused on the service’s aims. They feel proud of their work and want to uphold the standards expected in adult care.

Service values are the core beliefs that guide behaviour and decision-making. Common values in adult care include:

• Dignity and respect for service users
• Person-centred care
• Independence and choice
• Inclusion
• Compassion
• Professionalism

These values create the “why” behind daily tasks. When your team shares these values, they work together more effectively and deliver better outcomes.

Leading by Example

Team members watch what you do, not just what you say. If you demonstrate commitment, others are more likely to follow.

Practical ways to show your dedication include:

• Arriving on time, prepared, and ready to work
• Consistently following policies and best practices
• Addressing issues promptly and openly
• Taking responsibility for your actions and decisions
• Protecting the dignity and well-being of individuals in your care at all times
• Making extra effort during challenges or busy periods

Your actions create a standard. They show that you believe in what the service stands for.

Communicating and Expressing Your Vision

A vision is a clear idea of what you want to achieve for your service and those who use it. It sets direction and provides motivation.

Ways to express your vision:

• Share your aims during team meetings and one-to-one talks
• Use positive language that connects the team to a bigger purpose
• Display the service’s mission statement or vision on notice boards and documents
• Discuss how daily work helps achieve long-term goals
• Relate back to service values when making decisions or giving feedback

Staff need to hear the vision often and in practical terms. For example, instead of saying, “We want to be the best,” you might say, “Let’s make sure every resident feels safe and listened to every day.”

Making the Values and Vision Real

Bringing values and vision into everyday practice helps staff see why their work matters.

You can do this by:

• Referring to values in supervision and appraisal meetings
• Recognising and rewarding staff who show positive values
• Including values in induction and ongoing training
• Using real examples of good practice in team meetings
• Writing care plans that reflect individual choice and dignity

By connecting daily actions to values, staff understand the impact they have.

Encouraging Team Involvement in the Vision

People are more committed when they have a say. Encourage your team to take part in shaping how your vision is put into practice.

Ways to do this:

• Invite staff to share suggestions for improvement
• Involve team members in developing policies and procedures
• Hold regular open forums for discussing challenges and solutions
• Feedback on changes made because of team input

When people feel listened to and included, their sense of ownership grows.

Maintaining Commitment Over Time

Initial enthusiasm can fade, especially during busy or stressful periods. Keep commitment strong by:

• Regularly revisiting the vision and values
• Updating the team on progress and celebrating successes
• Spotting signs of low morale or disengagement early
• Supporting staff through difficult times, both personally and professionally
• Taking prompt, fair action on behaviour that goes against service values

Consistent reinforcement helps the team stay focused and motivated.

Handling Conflicting Values or Lack of Commitment

Sometimes, a team member may not share the same level of commitment or may behave in ways that conflict with the service’s values.

Respond by:

• Speaking privately and clearly about the issues
• Giving honest, respectful feedback
• Exploring reasons for their behaviour (stress, misunderstanding, training needs)
• Linking back to service values and expected standards
• Agreeing on actions to repair the situation, such as further training or support

Consistency is important. Everyone should know that values and commitment are non-negotiable.

Recognising and Rewarding Commitment

Staff are more likely to stay engaged if they feel valued. Notice and reward commitment in different ways:

• Praise individuals and the whole team for good practice
• Share examples of excellent care in newsletters or meetings
• Nominate committed team members for staff awards
• Offer extra training or development as a reward
• Thank people personally, in writing or face to face

Recognition encourages others to follow suit.

Leading During Change or Challenge

During times of change (such as new policies or inspections), it’s easy for staff to lose focus. Your visible commitment matters more than ever.

Support your team by:

• Clearly explaining why change is needed and how it fits the service’s vision
• Addressing concerns honestly
• Involving the team in planning and decision-making
• Staying positive and solution-focused, even under pressure

Your steadiness and belief in the values set the tone for everyone.

Checking Team Understanding and Engagement

Regular reflection helps you check whether your team remains committed.

You can:

• Ask team members to explain the vision in their own words
• Use staff surveys or suggestion boxes to gather feedback
• Hold group discussions about what the values mean in day-to-day work
• Monitor standards of care against the service’s aims

Where you find gaps, take action. Use mentoring, team talks, or supervision to bring everyone back on track.

Example

A manager in a supported living setting wanted to improve independence for service users. She spoke at every meeting about her belief in promoting choice. She shared success stories from staff who helped residents achieve new skills.

She ensured all care plans supported self-determined goals, and she recognised staff who went the extra mile to involve residents in decision-making. Her consistent messaging, personal involvement, and public recognition of good practice motivated the whole team to embrace this vision.

The Ongoing Role of Leadership

Consistent, values-driven leadership anchors team commitment. Don’t assume commitment happens by chance. Keep your own beliefs and actions clear every day.

Remember:

• Model the behaviour and standards you expect
• Make your vision real and practical for all
• Connect team actions to values and goals
• Involve staff, listen, and act on their feedback
• Spot problems early and address them sensitively
• Recognise loyalty and passionate care

When your team see your steady commitment and clear vision, they are far more likely to reflect it in their own work and attitudes.

Final Thoughts

Building and maintaining team commitment to service values is a continuous process. Your leadership example is powerful—your behaviour, consistency, and communication shape attitudes and performance.

Keep your vision visible, your feedback honest, and your praise genuine. Help everyone see their part in delivering the best care, every day. This culture ensures long-term success for your team and excellence for every individual you support.