1.4 Develop, implement and review strategies to support a positive values-based culture in the team

This guide will help you answer 1.4 Develop, implement and review strategies to support a positive values-based culture in the team.

A positive values-based culture shapes how your team behaves, makes decisions, and supports people in care. Values such as respect, dignity, and compassion are more than words. They need to be at the heart of everything your team does.

As a leader, you are responsible for developing, putting into practice, and reviewing strategies that maintain this culture. Doing so builds trust and consistency, improves care quality, and creates a better place to work.

What Is a Values-Based Culture?

A values-based culture is one where everyone shares a common set of beliefs about what matters most. These beliefs guide all actions and interactions, from providing care to supporting each other within the team.

In adult social care, common values include:

• Promoting dignity and respect
• Supporting independence and choice
• Acting with compassion
• Working inclusively
• Safeguarding adults at risk
• Valuing and protecting privacy

Every member of staff should understand and be committed to these, both in policy and daily behaviour.

Turning Values into Daily Practice

Start by reflecting on your own values and your service’s commitments. Involve your team in looking at what values mean in practice.

Key steps to develop effective strategies:

• Run workshops or meetings to define what each value means in your setting.
• Use real-life scenarios or “What would you do?” exercises to link values with practical decisions.
• Work together to identify what behaviours “show” each value—make a list for reference.
• Develop a shared vision statement or pledge that connects all staff to a common purpose.
• Offer induction training focused on values for all new starters.

Involving staff at this early stage creates ownership and helps everyone understand why a positive culture matters.

Making Values Visible and Lived

A strategy must move beyond paper. You need to make it real in everyday work. Practical steps include:

• Display your service’s values in team rooms, meeting areas, and written communications.
• Discuss values at every team meeting, not just once a year.
• Link values to policies and procedures—show how each decision, from risk assessment to daily routines, fits with your values.
• Build values into supervision and appraisal. Ask staff to reflect on how they show values in their practice.
• Include values in job descriptions, recruitment adverts, and interview questions.
• Recognise and celebrate staff who model the values, both privately and publicly.

Simple examples:

• A praise board where staff and service users can share examples of positive behaviour.
• Values “champions” in the team who promote good practice.

If values are visible, discussed, and rewarded, they become part of your service’s daily life.

Supporting Positive Culture Through Leadership Actions

Consistency is key. You must show the values in your own actions to set the standard.

Do this by:

• Treating everyone fairly and kindly, regardless of role or background.
• Admitting mistakes and taking responsibility.
• Communicating openly and honestly.
• Responding quickly to concerns about disrespectful behaviour.
• Giving clear guidance and supporting staff to meet expectations.

How you handle difficult situations matters. If staff see you are calm, respectful, and values-led under pressure, they are more likely to follow your example.

Checking Progress and Seeking Improvement

It is important to review the culture in your team regularly. This helps you check if your strategies are working and identify areas to improve.

Ways to review your progress:

• Use staff surveys or feedback forms to ask how people feel about the culture.
• Discuss culture in supervision and appraisals—ask for honest opinions about what’s working and what isn’t.
• Observe practice on the floor—look at how staff behave with each other and with the people they support.
• Analyse complaints, compliments, and incident reports to spot patterns.
• Hold focus groups with service users to hear their experiences.

Reviewing your approach helps you pinpoint gaps. For instance, you may find staff feel pressure when short-staffed and slip from person-centred practice. Use this feedback to update your strategies.

Making Improvements: Changing Tactics When Needed

If your review highlights a problem, act quickly:

• Set clear goals for improvement (e.g., “reduce negative incidents by 50% in three months”).
• Arrange refresher training or workshops on values.
• Adjust policies or shift structures to support better behaviour.
• Provide extra support or mentoring for individuals who are struggling.
• Celebrate progress and share learning across the team.

Improvement is ongoing—keep repeating the review process at set intervals.

Example of Values-Based Culture Strategy in Practice

A care home faced complaints about staff attitudes during busy dinner periods. The manager responded by:

• Running a workshop to explore what “dignity” and “compassion” mean at mealtimes.
• Developing a new mealtime routine with input from staff and service users.
• Assigning two staff as “mealtime values champions” to observe and coach peers.
• Adding a section in supervision to reflect on how staff support dignity during meals.
• Reviewing complaints and feedback after two months, and recognising staff who improved standards.

Staff reported greater job satisfaction, and feedback from residents improved.

Supporting a Positive Culture During Change

New policies, inspections, or restructuring can strain culture. During such times:

• Keep values at the centre of all communication—remind staff why values matter.
• Involve staff in explaining changes and planning new ways of working.
• Revisit your strategies and adjust them to fit changing needs.
• Provide reassurance and extra support when values are tested.

Your steadiness helps the team stay grounded and maintain quality care.

Facing Barriers and Resistance

You may face barriers, such as resistance from long-standing staff or time pressures. Overcome these by:

• Listening openly to concerns and showing empathy.
• Linking change to direct benefits for staff and service users.
• Giving clear examples of how values improve outcomes.
• Highlighting positive stories from inside your team or from other services.
• Being patient and consistent. Change takes time.

Keep talking about values, even when it feels repetitive. It signals that they always matter.

Embedding Values Through Celebration and Recognition

Marking achievements supports a positive culture, such as:

• Monthly awards for living the service’s values.
• Sharing real stories and best practices at team meetings.
• Opportunities for staff or service users to publicly thank colleagues.

Positive feedback is often more effective than criticism in changing behaviour long term.

Reflection and Continuous Learning

Model reflective practice by asking yourself:

• How did I promote values today?
• Did I spot and reward positive behaviour?
• Have I communicated clearly about values and expectations?
• What feedback did I get, and how can I use it to improve?

Encourage your team to reflect in the same way, both privately and together.

Final Thoughts

Developing, implementing, and reviewing strategies to support a positive values-based culture needs regular effort and leadership. Involve staff from the start, keep values visible and part of daily practice, and review progress honestly.

Respond to challenges promptly. Recognise and celebrate positive behaviour. Make time for team reflection, training, and open discussion. Lead by example—show, every day, what your service values mean.

By following these steps, you will create and maintain a team culture that delivers outstanding care and a supportive, respectful workplace.