Core Values – 2. Altruism
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In the last blog post I talked about the work I have been leading over the last few years and the way in which this has been underpinned by a set of core values. I also referred to two reports that we commissioned which looked at the impact of our work. As part of that study, these core values were explicitly set out. They were derived from a set of conversations with the researchers. Here then, is the first of those values. Altruism. In the first report it was set out like this:
2011: Altruism. In this context, it describes an approach
which focuses on delivering results without seeking
personal credit or glory. There is a strong focus on
results and supporting and developing others to
achieve success.
This was a strong driver in our work. A constant reminder that work becomes undermined by the presence of ego. When get out of our own way, we can achieve remarkable things. But to do this, we need to be able to totally focus on the desired outcome and leave to one side any sense of the need for glory.
Last year’s report provided an opportunity to look again at each value and see what progress had been made.
2013:
Altruism
This is reflected in the ‘gentle, non threatening, public service focus that stakeholders have described. For this team it is about “delivering results without seeking personal credit or glory.”
The quote was taken from an interview with one of our key stakeholders. This value is still fundamental to what I believe. But the last 12 months has seen a significant shift in the culture of the NHS as a result of changes in the structures and incentives. It is now very difficult to have this outcome focus without an acknowledgement of the need for recognition of the value of the work. Putting it bluntly, if the funder doesn’t know we did it why would they pay us to do more?
So, what does this do to the underlying value? Well, within the new regime in which we work I do think that the principle I set out above about needing to keep ego out of the work that we do is still a fundamental that underlines all that we do. The challenge is in looking at how we add value to the system and ensuring that there is an acknowledgement of the value of the work without us needing to step forward for praise.
This dilemma reminds me of the words of Lao Tzu:
A leader is best
When people barely know he exists
Of a good leader, who talks little,
When his work is done, his aim fulfilled,
They will say, “We did this ourselves.”
The NHS as it is set out since the Health Reforms of the Coalition government here in the UK, does not lend itself to the approach advocated by Lao Tzu in the Tao Teh Ching. Instead, the principles of competition are being seen as a force for change. Unfortunately that creates sets of very unhelpful incentives that don’t facilitate the co-operation, collaboration and integration that is needed in healthcare to ensure that the quality of care delivered is as excellent as it can be.
Where does this leave our aspirations for this first value? If anything, it is even more important to adhere to this value. Values run deep – and I for one have a strong allegiance to the reference to “public service” in the quote referred to earlier. However, whilst the value needs to be applied to ensure that we are focused on what we achieve rather than on receiving credit for what we do – there is still a need to avoid being naive and ensure that we demonstrate the value of our work through the assessment work we have commissioned like the reports of 2011 and 2013.
As I described in this post on Beyond Measurement, we are also working on more complex and subtle measures of our impact. I will write more about this as the concept develops. Through subtle measures we will be able to determine the impact of our work from a non-ego perspective.
1 thought on “Core Values – 2. Altruism”
Provocative stuff in a subtle way. Digs deep. What do we reject by being altruistic? Do we really reject our ego? Or is it just another form of ego state? Can we truly keep egos out? Interesting to contemplate.