UCL Ways of Working Indicators

• Failing to recognize customer needs in resource planning

• Not supporting teams to respond effectively to the customer

• Spending too much time making decisions around minor issues

• Making decisions too quickly without the requisite information

• Being a reluctant leader or doubting your ability or desire to model good leadership

• Interested in leadership but not in people

• Appearing unaware of diverse voices or the importance of diversity and inclusion

• Listening to some people at the expense of others particularly those in a minority

• Paying lip service to inclusion but doesn’t seem to fully understand or engage with the issues

• Tending to think of inclusion as someone else’s responsibility

• Setting unrealistic standards at the expense of individual wellbeing.

• Consistently repeating approaches rather than considering alternatives that may improve outcomes

• Holding on to responsibilities that should be delegated,so that others feel their competence is doubted

• Delegating responsibilities that others are not yet capable of assuming.

• Not noticing when others need support

• Setting an expectation of task over people focus

• Ignoring identifiable risks when making decisions

• Being too risk averse to make any change

• Not prioritising career conversations, and playing down the importance of learning

• Providing learning opportunities that are not relevant to overall  goals

• Avoiding difficult issues by turning a blind eye

• Addressing issues which someone else should address

• Appearing unaware or unappreciative when a project has been a success

• Over-praising and failing to give feedback around improvement

• Happy to give feedback to others, but not to take it personally

• Not sharing constructive feedback on other people’s work

• Blaming others when things don’t go well

• Not holding people to account for mistakes

• Satisfied with mediocre performance from the team

• Over-demanding and setting unrealistic productivity goals

• Being more concerned with promoting own views and agenda than those of UCL as
  an institution

• Exclusively follow wide UCL needs without challenging on behalf of the
  independent needs of own people or area of responsibility

• Appearing vague about where UCL is going or not engaging others

• Painting a vision of the future that is unsustainable

• Believing change is too disruptive

• Pushing through change for the sake of it

• Ignoring identifiable risks when making decisions

• Being too risk averse to make any change

• Assuming that others automatically know what is needed

• Directing excessively so that others feel their competence is doubted

• Sticking to traditional working patterns without looking for opportunities to work more
  widely across UCL

• Promoting unnecessary meetings and working groups

• Starting off enthusiastically but getting diverted and not following through

• Putting the needs of tasks above the needs of people

• Having rigid ideas about how and when things should be done

• Being so flexible that people are unclear about what you want

• Showing insufficient awareness of the impact of a lack of diversity and inclusion

• Favouring one diversity identity over another

• Lacking resolution when under pressure

• Providing excessive support and hindering independence

• Backing away or passing the buck

• Enforcing decisions in a dispassionate way

• Focusing too narrowly and not fully identifying trends

• Over-interpreting signals from the sector and other institutions

• Failing to challenge others (or self) to strive to do better

• Setting others up to fail because targets are unrealistic

• Being consistently unapproachable and failing to establish good working relationships

• Being more concerned with relationships than performance

• Not interested in development and growth for staff

• Encouraging staff to complete unnecessary training

• Passing the buck and leaving feedback to others

• Giving excessive feedback so making it difficult to action

• Not being interested in bringing teams together

• Insisting on joint working that has little cross

  functional benefit

• Pushing hard for progress but forgetting to keep others informed

• Spending so much time updating people that it hampers progress

• Being too directive, not listening and not enabling individuals to think for themselves

• Answer questions with questions, never giving clear direction

• Researching thoroughly, but getting bogged down in the small print

• Taking too long to identify the key issues

• Making decisions which are not always fully considered

• Being thorough making decisions too slowly to be effective

• Being mainly concerned with short term planning

• Concentrating on the overall plan, and less concerned with detail around adequate resourcing

• Underestimating the risk impact of problems which may arise

• Over anticipating and making unnecessary contingency plans

• Upholding tradition to the detriment of innovation

• Causing distraction by making changes which aren’t needed

• Allotting tasks without clearly communicating objectives or matching to capabilities

• Rushing people into tasks without adequate support or direction

• Stepping in and making decisions for people

• Not challenging when you see poor decisions being made

• Seeing your role as an purely administrative activity

• Spending excessive time in responding to individual requests and becoming weighted down

• Supporting inclusivity in theory but not following through in actions, particularly when it involves controversial decisions

• Seeing inclusivity as ‘nice to have’ rather than being central to working life and decision- making

• Being disorganised so colleagues find it hard to co-ordinate with you

• Spending too long organising at the expense of progress

• Focusing narrowly and not canvassing opinion from marginalised groups

• Canvassing diverse views but unable to harness these for practical use

• Being satisfied with repeating what has gone before

• Being too focused on servicing one group of customers and

  neglecting others 

• Communicating in an over- complicated or 'jargon heavy' way

• Preferring speaking to listening, with the tendency to not fully understand the issues.

• Keeping knowledge to yourself and adopting a 'sink or swim' approach

• Stopping colleagues from experiencing through experimentation

• Ignoring signs that others are struggling and require support

• Asking too much of people before they’re ready

• Being too busy to explore how you could be more effective

• Backing away from having difficult conversations

• ‘Hoarding’ staff because they are useful to you personally

• Not letting staff take advantage of development opportunities because of immediate work pressures

• Taking decisions in complete isolation

• Giving information overload

• Hanging on to tasks for too long

• Giving others no room to show initiative or to learn by doing

• Being more concerned with harmony and avoiding issues

• Being seen as unnecessarily negative and obstructive

• Finding it hard to understand complexity without all the details

• Being so concerned with complexity that simple things are missed

• Being indecisive at the expense of the outcome

• Making quick decisions and then having to back track

• Focussing exclusively on one’s own area, without  onsidering other parts of the organisation

• Not being aware of 2034 goals

• Being too accepting of plans and following by rote

• Getting bogged down with everything that could go wrong

• Giving people sketchy or confusing goals

• Setting rigid goals which people find difficult to achieve

• Checking workflow intermittently or too late to fix problems

• Monitoring to such an extent that it interferes with work flow

• Only accepting accountability when things go well

• Accepting accountability for issues which are not your fault

• Working in isolation and being oblivious to the concerns of others

• Being continuously distracted by getting involved with other people’s issues

• Deciding too readily that some things can’t be done

• Spending time on individual issues at the expense of wider delivery

• Relying on your gut instinct so that you can react quickly

• Consulting so widely that little gets done

• Seizing up and finding it hard to respond positively when feeling busy

• Not caring if the right solution is found or whether customers are satisfied

• Being unsure of what best practice looks like

• Reworking things when they are actually finished

• Favouring particular types of tasks or stakeholders

• Doing many tasks but not all to the same standard

• Downplaying potentially bullying, harassment and discriminatory behaviour

• Speaking out about bullying, harassment and discriminatory behaviour but not contributing to solutions

• Being unaware of others’ perspectives

• Being so understanding of certain individuals that you neglect others

• Assuming that everyone knows what to do

• Getting defensive if people go beyond their role

• Responding badly, when feedback is given

• Being overly critical and not giving any room for manoeuvre

• Focusing too much on outcomes to allow opportunity for development

• Not having adequate development conversations with your manager or your staff

• Keeping fixes to yourself and forgetting to record information

• Documenting things that are irrelevant

• Never challenging the status quo in the interest of how things could be improved

• Wanting to constantly reinvent the wheel and ignoring the experience of others

• Getting stuck in the detail rather than seeing the overall direction

• Driving overall plan but being unsure about the detail

• Being reluctant to risk upsetting a 'well-oiled machine'

• Distracting people from their work by making constant changes

• Seeing your individual function as independent from the rest of UCL

• Not being aware of UCL 2014 goals or your role in them 

• Impeding workflow by being unaware of other people’s needs

• Constantly rushing work to fit in with other people’s needs

• Not changing priorities even when this is needed

• Re-prioritising and significantly affecting work flow

• Concentrating on tasks without knowing how they fit together

• Sticking to the plan even if it’s not working

• Not always finishing what you say you will do

• Getting overloaded because you agree to do too much

• Treating work as a chore rather than a source of pride

• Sticking to tasks when you're over stretched and it may be unsafe to carry on

• Waiting to be told what to do without taking any personal initiative

• Consistently taking proactive steps at the expense of set objectives

Not really focusing on the quality of outcomes, and making continual mistakes

Spending too long on individual pieces of work because you want to make it perfect’

• Being hard to approach

• Spending too much time socialising, in a way that impacts work outcomes

• Working in isolation and not sharing ideas

• Persisting in following own ways of working that do not work for others

• Believing personal development isn’t important to progression

• Seeing formal training as the only viable form of development

• Not being open to see other people’s points of view and risking having a limited perspective

• Being open to understanding to the point of confusion and indecision

• Thinking feedback is a criticism and taking it personally

• Looking for feedback so often it affects work

  performance

• Knowing who your stakeholders are but not keeping all consistently informed

• Not identifying stakeholders and not seeing the importance of communication

• Trying to manage too many tasks and risking incurring stress

• Finding it hard to change direction to fit in with other people’s needs

• Lacking confidence in your ability so leaving the practical stuff to others

• Being so good at solving problems that you are over-stretched

• Not recognising the role you can play in embedding and supporting change

• Being averse to change, and finding reasons to not comply

• Taking little responsibility and blaming others for outcomes

• Being too independent and not asking for help when you need it

• Being unable to deliver because of predictable problems that you have not anticipated due to lack of planning

• Recognising potential problems, but not effectively flagging the fact that they may cause issues

• Not showing interest in UCL as an institution

• Not aware of UCL 2034 goals

• Doing the job well but not seeking ways to improve and develop self and outcomes

• Seeking perfection but never being satisfied with your work

• Failing to notice that small changes could increase efficiency

• Being on the look-out for problems that don’t exist

• Not recognising potentially bullying, harassment and discriminatory behaviour in others

• Contributing to bullying, harassment and discriminatory behaviour

• Not understanding what is meant by inclusion or well- being

• Understanding what is meant by inclusion and well-being but not reflecting it in actions

• Relying on stock responsesrather than really considering what would be best for the customer

• Spending time on certain customers at the expense of others

• Being too concerned with one’s own needs to appreciate those of others

• Getting unnecessarily involved with other people’s issues and concerns

• Wanting to start and finish one task at a time

• Stretching yourself too far and not letting people know, so that things fall apart

• Being uninterested in getting to know the people you need to interact with professionally 

• Being overly concerned with building relationships,

  particularly with people that are not directly linked with your work outcomes

• Seeing your work as independent from wider outcomes

• Not taking an interest in how your work connects with others

• Being unclear on how different ways of working might improve outcomes

• Not recognising the importance of your role in modelling a positive attitude to change

• Being unclear on your objectives, despite having agreed them upfront

• Continually making excuses for not delivering on objectives

• Not establishing what is expected for you to deliver

• Being determined to finish on time even if you have to cut corners

• Not making time to understand the reasons behind the change or innovation

• Not supporting others to make the  changes or innovation happen

Having a courteous and helpful attitude to colleagues, students and staff

• Showing an inconsistent attitude to helping different groups

• Giving the impression of rudeness or unhelpfulness in interactions with colleagues, students and staff

• Handle the situation  in the moment, subsequently escalating and reporting the issue

• Responding in anger to rudeness or abuse directed at you

• Being consistently late without offering any mitigating circumstances

• Being consistently late without showing any commitment to changing

• Not recognising potentially bullying, harassment and discriminatory behaviour in others

• Contributing to bullying, harassment and discriminatory behaviour

• Not recognising when you should ask for help

• Over-estimating your capability and going too far

• Not understanding what is meant by inclusion or well- being

• Understanding what is meant by inclusion and well-being butnot reflecting it in actions

• Showing no interest in training or learning

• Attending training but applying learnings in activities

• Preferring to work in isolation so that your work suffers

• Spend an excessive time in socialising that does not add value to your work

• Consistently failing to listen to instructions

• Carrying out instructions in a limited way

• Only wanting to communicate with certain people

• Not communicating at all

• Continually asking for guidance and help on simple tasks

• Trying to do things too fast without the proper instruction or information

• Not asking for help or guidance in prioritising

• Not thinking about how you might prioritise tasks

• Not seeming to care if things work out well or not

• Not recognising how you have contributed to the success or failure of the work

• Seeming happy for things to just carry on as they always have

• Making frequent suggestions for change in a negative way