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Leadership Academy

Leadership FrameworkA Summary

© 2011 NHS Leadership Academy. All rights reserved.

The Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute forInnovation and Improvement, Coventry House, University of Warwick Campus, Coventry, CV4 7AL.

Publisher: NHS Institute for Innovation and Improvement, Coventry House, University of Warwick Campus,Coventry, CV4 7AL.

This publication may be reproduced and circulated free of charge for non-commercial purposes only by andbetween NHS-funded organisations in England, Scotland, Wales and Northern Ireland staff, and their relatednetworks and officially contracted third parties. This includes the right to reproduce, distribute and transmit thispublication in any form and by any means, including e-mail, photocopying, microfilming, and recording. No otheruse may be made of this publication or any part of it except with the prior written permission and application forwhich should be in writing and addressed to the Director of Leadership (and marked ‘re. permissions’). Writtenpermission must always be obtained before any part of this publication is stored in a retrieval system of anynature, or electronically. Reproduction and transmission of this publication must be accurate, must not be used inany misleading context and must always be accompanied by this Copyright Notice.

Warning: Unauthorised copying, storage, reproduction, adaptation or other use of this publication or any partof it is strictly prohibited. Doing an unauthorised act in relation to a copyright work may give rise to civilliabilities and criminal prosecution.

The Clinical Leadership Competency Framework was created with the agreement of the NHS Institute forInnovation and Improvement and the Academy of Medical Royal Colleges from the Medical LeadershipCompetency Framework which was created, developed and is owned jointly by the NHS Institute forInnovation and Improvement and the Academy of Medical Royal Colleges.

NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2010) MedicalLeadership Competency Framework, 3rd edition, Coventry: NHS Institute for Innovation and Improvement.

© NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010

Leadership Framework: A Summary 3

The Leadership FrameworkThe Leadership Framework provides a consistent approach to leadership development for staff in health and careirrespective of discipline, role or function, and represents the foundation of leadership behaviour that all staffshould aspire to. Fundamental to its development was a desire to build on existing leadership frameworks usedby different staff groups and create a single overarching leadership framework for all staff in health and care.

In developing the Leadership Framework detailed research and consultation with a wide cross section of staffand stakeholders has been undertaken, including those with a patient perspective and those involved inhealthcare outside the NHS such as professional bodies, academics, regulators and policy makers.

Those consulted embraced the concept of the Leadership Framework because it affords a common andconsistent approach to professional and leadership development, based on shared values and beliefs whichare consistent with the principles and values of the NHS Constitution1.

The Leadership Framework is based on the concept that leadership is not restricted to people who holddesignated leadership roles and where there is a shared responsibility for the success of the organisation,services or care being delivered. Acts of leadership can come from anyone in the organisation and as a modelit emphasises the responsibility of all staff in demonstrating appropriate behaviours, in seeking to contributeto the leadership process and to develop and empower the leadership capacity of colleagues2.

This document provides a summary of the seven domains of the Leadership Framework. A full and web basedversion can be found at www.leadershipacademy.nhs.uk/If

Design and structure of the Leadership FrameworkDelivering services to patients, service users, carers and the public is at the heart of the Leadership Framework.The needs of the people who use services have always been central to healthcare and all staff work hard toimprove services for them. However, if we are going to transform services, acting on what really matters topatients and the public is essential and involves the active participation of patients, carers, communityrepresentatives, community groups and the public in how services are planned, delivered and evaluated3.

The Leadership Framework is comprised of seven domains.Within each domain there are four categories called elementsand each of these elements is further divided into fourdescriptors. These statements describe the leadershipbehaviours, which are underpinned by the relevantknowledge, skills and attributes all staff should be able todemonstrate.

To improve the quality and safety of health and care services,it is essential that staff are competent in each of the five core

leadership domains shown at right: demonstrating personal qualities, working with others, managingservices, improving services, and setting direction. The two other domains of the Leadership Framework,creating the vision and delivering the strategy, focus more on the role and contribution of individual leadersand particularly those in senior positional roles.

1 Department of Health (2010) The NHS Constitution: the NHS belongs to us all. The NHS Constitution can be accessed viahttp://www.nhs.uk/choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Overview.aspx

2 NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2009) Shared Leadership: Underpinning of theMLCF

3 Patient and Public Engagement, Department of Health (2009) Putting Patients at the Heart of Care: The Vision for Patient and PublicEngagement in Health and Social Care. www.dh.gov.uk/ppe

The word ‘patient’ is used throughout the Leadership Framework to generically cover patients, service users,and all those who receive healthcare. Similarly, the word ‘other’ is used to describe all colleagues from anydiscipline and organisation, as well as patients, service users, carers and the public.

The leadership contextThe application and opportunity to demonstrate leadership will differ and the context in which competence canbe achieved will become more complex and demanding with career progression. We have therefore used fourstages to describe this and to help staff understand their progression and development as a leader. They are:

Stage 1 Own practice/immediate team - is about building personal relationships with patients andcolleagues, often working as part of a multi-disciplinary team. Staff need to recognise problems and workwith others to solve them. The impact of the decisions staff take at this level will be limited in terms of risk.

Stage 2 Whole service/across teams - is about building relationships within and across teams, recognisingproblems and solving them. At this level, staff will need to be more conscious of the risks that their decisionsmay pose for self and others for a successful outcome.

Stage 3 Across services/wider organisation - is about working across teams and departments within thewider organisation. Staff will challenge the appropriateness of solutions to complex problems. The potentialrisk associated with their decisions will have a wider impact on the service.

Stage 4 Whole organisation/healthcare system - is about building broader partnerships across and outsidetraditional organisational boundaries that are sustainable and replicable. At this level leaders will be dealingwith multi-faceted problems and coming up with innovative solutions to those problems. They may lead at anational/international level and would be required to participate in whole systems thinking, finding new waysof working and leading transformational change. Their decisions may have significant impact on thereputation of the NHS and outcomes and would be critical to the future of the NHS.

Leadership Framework: A Summary4


Application of the LeadershipFramework and supporting toolsThe Leadership Framework is designed to enable staff to understand their progression as a leader and tosupport fostering and developing talent. There are many ways it can be applied, for example:

• To raise awareness that effective leadership is needed across the whole organisation

• To underpin a talent management strategy

• As part of an existing leadership development programme

• To inform the design and commissioning of training and development programmes

• To develop individual leadership skills

• As part of team development

• To enhance existing appraisal systems

• To inform an organisation’s recruitment and retention processes.

To assist users the full and web based version have a suite of indicators across a variety of work placesituations which illustrate the type of activity staff could be demonstrating relevant to each element and stageas well as examples of behaviours if they are not.

Supporting toolsA self assessment and 360° feedback tool support the Leadership Framework; in addition an onlinedevelopment module signposts development opportunities for each of the seven domains. The 360° is apowerful tool to help individuals identify where their leadership strengths and development needs lie. The process includes getting confidential feedback from line managers, peers and direct reports. As a result, itgives an individual an insight into other people’s perceptions of their leadership abilities and behaviour.

To assist with integrating the competences into postgraduate curricula and learningexperiences, there is the LeAD e-learning resource which is available on theNational Learning Management System and through e-Learning for Healthcare(www.e-lfh.org.uk/LeAD).

The Clinical Leadership Competency Framework and the Medical Leadership Competency Framework are alsoavailable to specifically provide staff with clinically based examples in practice and learning and developmentscenarios across the five core domains shared with the Leadership Framework.

A summary version of the Leadership Framework follows, which includes the domains, elementsand descriptors. Work-place indicators that demonstrate the practical application of the frameworkat the four stages are included as tables in the back of the document. The examples in practice arenot included, however these are available in the full document as well as on the website(www.leadershipacademy.nhs.uk/If).


1. Demonstrating Personal Qualities

1.1 Developing self awareness

1. Recognise and articulate their own value and principles, understanding how these may differ from those of other individuals andgroups

2. Identify their own strengths and limitations, the impact of their behaviour on others, and the effect of stress on their own behaviour

3. Identify their own emotions and prejudices and understand how these can affect their judgement and behaviour

4. Obtain, analyse and act on feedback from a variety of sources

1.2 Managing yourself

1. Manage the impact of their emotions on their behaviour with consideration of the impact on others

2. Are reliable in meeting their responsibilities and commitments to consistently high standards

3. Ensure that their plans and actions are flexible, and take account of the needs and work patterns of others

4. Plan their workload and activities to fulfil work requirements and commitments, without compromising their own health

1.3 Continuing personal development

1. Actively seek opportunities and challenge for personal learning and development

2. Acknowledge mistakes and treat them as learning opportunities

3. Participate in continuing professional development activities

4. Change their behaviour in the light of feedback and reflection

1.4 Acting with integrity

1. Uphold personal and professional ethics and values, taking into account the values of the organisation and respecting the culture,beliefs and abilities of individuals

2. Communicate effectively with individuals, appreciating their social, cultural, religious and ethnic backgrounds and their age,gender and abilities

3. Value, respect and promote equality and diversity

4. Take appropriate action if ethics and values are compromised

Effective leadership requires individuals to draw upon their values, strengths and abilities to deliver high standards of service. To

do so, they must demonstrate effectiveness in:

• Developing self awareness by being aware of their own values, principles, and assumptions, and by being able to learn

from experiences

• Managing yourself by organising and managing themselves while taking account of the needs and priorities of others

• Continuing personal development by learning through participating in continuing professional development and from

experience and feedback

• Acting with integrity by behaving in an open, honest and ethical manner.


2. Working with Others

2.1 Developing networks

1. Identify opportunities where working with patients and colleagues in the clinical setting can bring added benefits

2. Create opportunities to bring individuals and groups together to achieve goals

3. Promote the sharing of information and resources

4. Actively seek the views of others

2.2 Building and maintaining relationships

1. Listen to others and recognise different perspectives

2. Empathise and take into account the needs and feelings of others

3. Communicate effectively with individuals and groups, and act as a positive role model

4. Gain and maintain the trust and support of colleagues

2.3 Encouraging contribution

1. Provide encouragement, and the opportunity for people to engage in decision-making and to challenge constructively

2. Respect, value and acknowledge the roles, contributions and expertise of others

3. Employ strategies to manage conflict of interests and differences of opinion

4. Keep the focus of contribution on delivering and improving services to patients

2.4 Working within teams

1. Have a clear sense of their role, responsibilities and purpose within the team

2. Adopt a team approach, acknowledging and appreciating efforts, contributions and compromises

3. Recognise the common purpose of the team and respect team decisions

4. Are willing to lead a team, involving the right people at the right time

Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. To do so,

they must demonstrate effectiveness in:

• Developing networks by working in partnership with patients, carers, service users and their representatives, and

colleagues within and across systems to deliver and improve services

• Building and maintaining relationships by listening, supporting others, gaining trust and showing understanding

• Encouraging contribution by creating an environment where others have the opportunity to contribute

• Working within teams to deliver and improve services.


3. Managing Services

3.1 Planning

1. Support plans for clinical services that are part of the strategy for the wider healthcare system

2. Gather feedback from patients, service users and colleagues to help develop plans

3. Contribute their expertise to planning processes

4. Appraise options in terms of benefits and risks

3.2 Managing resources

1. Accurately identify the appropriate type and level of resources required to deliver safe and effective services

2. Ensure services are delivered within allocated resources

3. Minimise waste

4. Take action when resources are not being used efficiently and effectively

3.3 Managing people

1. Provide guidance and direction for others using the skills of team members effectively

2. Review the performance of the team members to ensure that planned services outcomes are met

3. Support team members to develop their roles and responsibilities

4. Support others to provide good patient care and better services

3.4 Managing performance

1. Analyse information from a range of sources about performance

2. Take action to improve performance

3. Take responsibility for tackling difficult issues

4. Build learning from experience into future plans

Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. To do so, they must

be effective in:

• Planning by actively contributing to plans to achieve service goals

• Managing resources by knowing what resources are available and using their influence to ensure that resources are used

efficiently and safely, and reflect the diversity of needs

• Managing people by providing direction, reviewing performance, motivating others, and promoting equality and diversity

• Managing performance by holding themselves and others accountable for service outcomes.


4. Improving Services

4.1 Ensuring patient safety

1. Identify and quantify the risk to patients using information from a range of sources

2. Use evidence, both positive and negative, to identify options

3. Use systematic ways of assessing and minimising risk

4. Monitor the effects and outcomes of change

4.2 Critically evaluating

1. Obtain and act on patient, carer and user feedback and experiences

2. Assess and analyse processes using up-to-date improvement methodologies

3. Identify healthcare improvements and create solutions through collaborative working

4. Appraise options, and plan and take action to implement and evaluate improvements

4.3 Encouraging improvement and innovation

1. Question the status quo

2. Act as a positive role model for innovation

3. Encourage dialogue and debate with a wide range of people

4. Develop creative solutions to transform services and care

4.4 Facilitating transformation

1. Model the change expected

2. Articulate the need for change and its impact on people and services

3. Promote changes leading to systems redesign

6. Motivate and focus a group to accomplish change

Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by

developing improvements to services. To do so, they must demonstrate effective in:

• Ensuring patient safety by assessing and managing risk to patients associated with service developments, balancing

economic consideration with the need for patient safety

• Critically evaluating by being able to think analytically, conceptually and to identify where services can be improved,

working individually or as part of a team

• Encouraging improvement and innovation by creating a climate of continuous service improvement

• Facilitating transformation by actively contributing to change processes that lead to improving healthcare.


5. Setting Direction

5.1 Identifying the contexts for change

1. Demonstrate awareness of the political, social, technical, economic, organisational and professional environment

2. Understand and interpret relevant legislation and accountability frameworks

3. Anticipate and prepare for the future by scanning for ideas, best practice and emerging trends that will have an impact on healthoutcomes

4. Develop and communicate aspirations

5.2 Applying knowledge and evidence

1. Use appropriate methods to gather data and information

2. Carry out analysis against an evidence-based criteria set

3. Use information to challenge existing practices and processes

4. Influence others to use knowledge and evidence to achieve best practice

5.3 Making decisions

1. Participate in and contribute to organisational decision-making processes

2. Act in a manner consistent with the values and priorities of their organisation and profession

3. Educate and inform key people who influence and make decisions

4. Contribute a clinical perspective to team, department, system and organisational decisions

5.4 Evaluating impact

1. Test and evaluate new service options

2. Standardise and promote new approaches

3. Overcome barriers to implementation

4. Formally and informally disseminate good practice

Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner

consistent with its values. To do so, they must demonstrate effective in:

• Identifying the contexts for change by being aware of the range of factors to be taken into account

• Applying knowledge and evidence by gathering information to produce an evidence-based challenge to systems and

processes in order to identify opportunities for service improvements

• Making decisions using their values, and the evidence, to make good decisions

• Evaluating impact by measuring and evaluating outcomes, taking corrective action where necessary and by being held to

account for their decisions.


6. Creating the Vision

6.1 Developing the vision for the organisation

1. Actively engage with colleagues and key influencers, including patients and public, about the future of the organisation

2. Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future

3. Create a vision which is bold, innovative and reflects the core values of the NHS

4. Continuously ensures that the organisation’s vision is compatible with future developments within the wider healthcare system.

6.2 Influencing the vision of the wider healthcare system

1. Seek opportunities to engage in debate about the future of health and care related services

2. Work in partnership with others in the healthcare system to develop a shared vision

3. Negotiate compromises in the interests of better patient services

4. Influence key decision-makers who determine future government policy that impacts on the NHS and its services.

6.3 Communicating the vision

1. Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way whichengages and inspires others

2. Express the vision clearly, unambiguously and vigorously

3. Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may haveon them

4. Take time to build critical support for the vision and ensure it is shared and owned by those who will be communicating it.

6.4 Embodying the vision

1. Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision

2. Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision

3. Challenge behaviours which are not consistent with the vision

4. Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them withones that are.

Effective leadership involves creating a compelling vision for the future, and communicating this within and across

organisations. This requires individuals to demonstrate effectiveness in:

• Developing the vision of the organisation, looking to the future to determine the direction for the organisation

• Influencing the vision of the wider healthcare system by working with partners across organisations

• Communicating the vision and motivating others to work towards achieving it

• Embodying the vision by behaving in ways which are consistent with the vision and values of the organisation.


7. Delivering the Strategy

7.1 Framing the strategy

1. Take account of the culture, history and long term underlying issues for the organisation

2. Use sound organisational theory to inform the development of strategy

3. Identify best practice which can be applied to the organisation

4. Identify strategic options which will deliver the organisation’s vision

7.2 Developing the strategy

1. Engage with key individuals and groups to formulate strategic plans to meet the vision

2. Strive to understand others’ agendas, motivations and drivers in order to develop strategy which is sustainable

3. Create strategic plans which are challenging yet realistic and achievable

4. Identify and mitigate uncertainties and risks associated with strategic choices

7.3 Implementing the strategy

1. Ensure that strategic plans are translated into workable operational plans, identifying risks, critical success factors and evaluationmeasures

2. Identify and strengthen organisational capabilities required to deliver the strategy

3. Establish clear accountability for the delivery of all elements of the strategy, hold people to account and expect to be held toaccount themselves

4. Respond quickly and decisively to developments which require a change in strategy

7.4 Embedding the strategy

1. Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles andchallenges, and to remain focused

2. Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the widerhealthcare system

3. Establish a climate of transparency and trust where results are discussed openly

4. Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy

Effective leadership involves delivering the strategy by developing and agreeing strategic plans that place patient care at the

heart of the service, and ensuring that these are translated into achievable operational plans. This requires individuals to

demonstrate effectiveness in:

• Framing the strategy by identifying strategic options for the organisation and drawing upon a wide range of information,

knowledge and experience

• Developing the strategy by engaging with colleagues and key stakeholders

• Implementing the strategy by organising, managing and assuming the risks of the organisation

• Embedding the strategy by ensuring that strategic plans are achieved and sustained.


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clus

iven

ess

in a

ll as

pect

s of

the

ir w

ork.

Cha

lleng

es w

here

org

anis

atio

nal v

alue

sar

e co

mpr

omis

ed.

Cre

ates

an

open

, hon

est

and

incl

usiv

ecu

lture

in a

ccor

danc

e w

ith c

lear

prin

cipl

es a

nd v

alue

s. E

nsur

es e

quity

of

acce

ss t

o se

rvic

es a

nd c

reat

es a

nen

viro

nmen

t w

here

peo

ple

from

all

back

grou

nds

can

exce

l.

Ass

ures

sta

ndar

ds o

f int

egrit

y ar

em

aint

aine

d ac

ross

the

serv

ice

and

com

mun

icat

es th

e im

port

ance

of a

lway

sad

optin

g an

eth

ical

and

incl

usiv

e ap

proa

ch.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• D

oes

not

unde

rsta

nd o

wn

emot

ions

or

reco

gnis

e th

e im

pact

of

own

beha

viou

r on

oth

ers

• A

ppro

ache

s ta

sks

in a

dis

orga

nise

d w

ay a

nd p

lans

are

not

rea

listic

• U

nabl

e to

dis

cuss

ow

n st

reng

ths

and

deve

lopm

ent

need

s an

d sp

ends

litt

le t

ime

on d

evel

opm

ent

• D

emon

stra

tes

beha

viou

rs t

hat

are

coun

ter

to c

ore

valu

es o

f op

enne

ss, i

nclu

sive

ness

, ho

nest

y an

deq

ualit

y•

Lac

ks c

onfid

ence

in o

wn

abili

ties

to d

eliv

er r

esul

ts

The

follo

win

g ta

bles

com

bine

the

indi

cato

rsof

beh

avio

urs

at d

iffer

ent l

eade

rshi

p st

ages

from

eac

h do

mai

n se

ctio

n. P

leas

e re

fer t

o th

e fu

ll do

mai

n pa

ges

for t

he e

lem

ent d

escr

ipto

rs.


2. W

OR

KIN

G W

ITH

OTH

ERS

Effe

ctiv

e le

ader

ship

req

uire

s in

divi

dual

s to

wor

k w

ith o

ther

s in

tea

ms

and

netw

orks

to

deliv

er a

nd im

prov

e se

rvic

es. T

his

requ

ires

them

to

dem

onst

rate

eff

ectiv

enes

s in

deve

lopi

ng n

etw

orks

, bui

ldin

g an

d m

aint

aini

ng r

elat

ions

hips

, enc

oura

ging

con

trib

utio

n, a

nd w

orki

ng w

ithin

tea

ms.

Elem

ent

1O

wn

Prac

tice/

Imm

edia

te T

eam

2W

hole

Ser

vice

/Acr

oss

Team

s3

Acr

oss

Serv

ices

/Wid

er O

rgan

isatio

n4

Who

le O

rgan

isatio

n/W

ider

H

ealth

care

Sys

tem

2.1

Dev

elo

pin

g N

etw

ork

sId

entif

ies

whe

re w

orki

ng a

nd c

oope

ratin

gw

ith o

ther

s ca

n re

sult

in b

ette

r ser

vice

s.En

deav

ours

to w

ork

colla

bora

tivel

y.

Use

s ne

twor

ks t

o br

ing

indi

vidu

als

and

grou

ps t

oget

her

to s

hare

info

rmat

ion

and

reso

urce

s an

d to

ach

ieve

goa

ls.

Iden

tifie

s an

d bu

ilds

effe

ctiv

e ne

twor

ksw

ith a

ran

ge o

f in

fluen

tial s

take

hold

ers

inte

rnal

and

ext

erna

l to

the

orga

nisa

tion.

Wor

ks a

cros

s bo

unda

ries

crea

ting

netw

orks

whi

ch fa

cilit

ate

high

leve

ls of

colla

bora

tion

with

in a

nd a

cros

sor

gani

satio

ns a

nd s

ecto

rs.

2.2

Bu

ildin

g a

nd

Mai

nta

inin

gR

elat

ion

ship

sC

omm

unic

ates

with

and

list

ens

to o

ther

s,re

cogn

ising

diff

eren

t per

spec

tives

.Em

path

ises

and

take

s in

to a

ccou

nt th

ene

eds

and

feel

ings

of o

ther

s. G

ains

and

mai

ntai

ns tr

ust a

nd s

uppo

rt.

Build

s an

d m

aint

ains

rel

atio

nshi

ps w

ith a

rang

e of

indi

vidu

als

invo

lved

inde

liver

ing

the

serv

ice.

Man

ages

sens

itivi

ties

betw

een

indi

vidu

als

and

grou

ps.

Build

s an

d nu

rtur

es t

rust

ing

rela

tions

hips

at a

ll le

vels

with

in a

nd a

cros

s se

rvic

esan

d or

gani

satio

nal b

ound

arie

s.

Build

s an

d m

aint

ains

sus

tain

able

str

ateg

ical

lianc

es a

cros

s th

e sy

stem

and

oth

erse

ctor

s. H

as h

igh

impa

ct w

hen

inte

ract

ing

with

oth

ers

at a

ll le

vels.

2.3

Enco

ura

gin

gC

on

trib

uti

on

Seek

s an

d ac

know

ledg

es th

e vi

ews

and

inpu

t of o

ther

s. S

how

s re

spec

t for

the

cont

ribut

ions

and

cha

lleng

es o

f oth

ers.

Cre

ates

a s

uppo

rtiv

e en

viro

nmen

t w

hich

enco

urag

es o

ther

s to

exp

ress

div

erse

opin

ions

and

eng

age

in d

ecis

ion-

mak

ing.

Con

stru

ctiv

ely

chal

leng

essu

gges

tions

and

rec

onci

les

conf

lictin

gvi

ews.

Inte

grat

es t

he c

ontr

ibut

ions

of

a di

vers

era

nge

of s

take

hold

ers,

bei

ng o

pen

and

hone

st a

bout

the

ext

ent

to w

hich

cont

ribut

ions

can

be

acte

d up

on.

Cre

ates

sys

tem

s w

hich

enc

oura

geco

ntrib

utio

n th

roug

hout

the

orga

nisa

tion.

Invi

tes

cont

ribut

ion

from

diff

eren

t sec

tors

to b

ring

abou

t im

prov

emen

ts.

2.4

Wo

rkin

g w

ith

in T

eam

sU

nder

stan

ds ro

les,

resp

onsib

ilitie

s an

dpu

rpos

e w

ithin

the

team

. A

dopt

s a

colla

bora

tive

appr

oach

and

resp

ects

team

deci

sions

.

Hel

ps le

ad o

ther

s to

war

ds c

omm

ongo

als,

pro

vidi

ng c

lear

obj

ectiv

es a

ndof

ferin

g ap

prop

riate

sup

port

. Sh

ows

awar

enes

s of

tea

m d

ynam

ics

and

acts

to

prom

ote

effe

ctiv

e te

am w

orki

ng.

App

reci

ates

the

eff

orts

of

othe

rs.

Take

s on

rec

ogni

sed

posi

tiona

l lea

ders

hip

role

s w

ithin

the

org

anis

atio

n. B

uild

shi

gh p

erfo

rmin

g in

clus

ive

team

s th

atco

ntrib

ute

to p

rodu

ctiv

e an

d ef

ficie

nthe

alth

and

car

e se

rvic

es.

Prom

otes

auto

nom

y an

d em

pow

erm

ent

and

mai

ntai

ns a

sen

se o

f op

timis

m a

ndco

nfid

ence

.

Con

trib

utes

to a

nd le

ads

seni

or te

ams.

Enab

les

othe

rs to

take

on

lead

ersh

ipre

spon

sibili

ties,

bui

ldin

g hi

gh le

vel

lead

ersh

ip c

apab

ility

and

cap

acity

from

adi

vers

e ra

nge

of b

ackg

roun

ds.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• F

ails

to

netw

ork

with

oth

ers

and/

or a

llow

s re

latio

nshi

ps t

o de

terio

rate

• Fa

ils t

o w

in t

he s

uppo

rt a

nd r

espe

ct o

f ot

hers

• D

oes

not

enco

urag

e ot

hers

to

cont

ribut

e id

eas

• D

oes

not

adop

t a

colla

bora

tive

appr

oach


3. M

AN

AG

ING

SER

VIC

ESEf

fect

ive

lead

ersh

ip r

equi

res

indi

vidu

als

to f

ocus

on

the

succ

ess

of t

he o

rgan

isat

ion(

s) in

whi

ch t

hey

wor

k. T

his

requ

ires

them

to

be e

ffec

tive

in p

lann

ing,

man

agin

g re

sour

ces,

man

agin

g pe

ople

and

man

agin

g pe

rfor

man

ce.

Elem

ent

1O

wn

Prac

tice/

Imm

edia

te T

eam

2W

hole

Ser

vice

/Acr

oss

Team

s3

Acr

oss

Serv

ices

/Wid

er O

rgan

isatio

n4

Who

le O

rgan

isatio

n/W

ider

H

ealth

care

Sys

tem

3.1

Plan

nin

gC

ontr

ibut

es id

eas

to s

ervi

ce p

lans

,in

corp

orat

ing

feed

back

from

oth

ers

-in

clud

ing

a di

vers

e ra

nge

of p

atie

nts,

serv

ice

user

s an

d co

lleag

ues.

Wor

ks c

olla

bora

tivel

y to

dev

elop

busi

ness

cas

es a

nd s

ervi

ce p

lans

tha

tsu

ppor

t or

gani

satio

nal o

bjec

tives

,ap

prai

sing

the

m in

ter

ms

of b

enef

its a

ndris

ks.

Lead

s se

rvic

e de

sign

and

pla

nnin

gpr

oces

ses.

Com

mun

icat

es a

nd k

eeps

othe

rs in

form

ed o

f st

rate

gic

and

oper

atio

nal p

lans

, pro

gres

s an

dou

tcom

es.

Ant

icip

ates

the

impa

ct o

f hea

lth tr

ends

and

deve

lops

str

ateg

ic p

lans

that

will

hav

ea

signi

fican

t im

pact

on

the

orga

nisa

tion

and

wid

er h

ealth

care

sys

tem

. En

sure

sst

rate

gic

obje

ctiv

es a

re tr

ansla

ted

into

oper

atio

nal p

lans

.

3.2

Man

agin

g R

eso

urc

esU

nder

stan

ds w

hat r

esou

rces

are

ava

ilabl

ean

d or

gani

ses

the

appr

opria

te ty

pe a

ndle

vel o

f res

ourc

es re

quire

d to

del

iver

saf

ean

d ef

ficie

nt s

ervi

ces.

Iden

tifie

s re

sour

ce r

equi

rem

ents

asso

ciat

ed w

ith d

eliv

erin

g se

rvic

es.

Man

ages

res

ourc

es a

nd t

akes

act

ion

toen

sure

the

ir ef

fect

ive

and

effic

ient

use

.

Fore

cast

s re

sour

ce r

equi

rem

ents

asso

ciat

ed w

ith d

eliv

erin

g co

mpl

exse

rvic

es e

ffic

ient

ly a

nd e

ffec

tivel

y.M

anag

es r

esou

rces

tak

ing

into

acc

ount

the

impa

ct o

f na

tiona

l and

loca

l pol

icie

san

d co

nstr

aint

s.

Stra

tegi

cally

man

ages

reso

urce

s ac

ross

the

orga

nisa

tion

and

wid

er h

ealth

care

sys

tem

.

3.3

Man

agin

g P

eop

leSu

ppor

ts o

ther

s in

del

iver

ing

high

qua

lity

serv

ices

and

exc

elle

nce

in h

ealth

and

car

e.Pr

ovid

es o

ther

s w

ith c

lear

pur

pose

and

dire

ctio

n. H

elps

oth

ers

in d

evel

opin

gth

eir

role

s an

d re

spon

sibi

litie

s.

Mot

ivat

es a

nd c

oach

es in

divi

dual

s an

dte

ams

to s

tren

gthe

n th

eir

perf

orm

ance

and

assi

st t

hem

with

dev

elop

ing

thei

row

n ca

pabi

litie

s an

d sk

ills.

Alig

nsin

divi

dual

dev

elop

men

t ne

eds

with

serv

ice

goal

s.

Insp

ires

and

supp

orts

lead

ers

to m

obili

sedi

vers

e te

ams

that

are

com

mitt

ed to

and

alig

ned

with

org

anisa

tiona

l val

ues

and

goal

s. E

ngag

es w

ith a

nd in

fluen

ces

seni

orle

ader

s an

d ke

y st

akeh

olde

rs to

del

iver

join

ed u

p se

rvic

es.

3.4

Man

agin

gPe

rfo

rman

ceU

ses

info

rmat

ion

and

data

abo

utpe

rfor

man

ce to

iden

tify

impr

ovem

ents

whi

ch w

ill s

tren

gthe

n se

rvic

es.

Wor

ks w

ith o

ther

s to

set

and

mon

itor

perf

orm

ance

sta

ndar

ds, a

ddre

ssin

g ar

eas

whe

re p

erfo

rman

ce o

bjec

tives

are

not

achi

eved

.

Esta

blis

hes

rigor

ous

perf

orm

ance

mea

sure

s. H

olds

sel

f, in

divi

dual

s an

dte

ams

to a

ccou

nt f

or a

chie

ving

perf

orm

ance

sta

ndar

ds. C

halle

nges

whe

n se

rvic

e ex

pect

atio

ns a

re n

ot b

eing

met

and

tak

es c

orre

ctiv

e ac

tion.

Prom

otes

an

incl

usiv

e cu

lture

that

ena

bles

peop

le to

per

form

to th

eir b

est,

ensu

ring

that

app

ropr

iate

per

form

ance

man

agem

ent s

yste

ms

are

in p

lace

and

that

perf

orm

ance

dat

a is

syst

emat

ical

lyev

alua

ted

and

fed

into

futu

re p

lans

.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• D

isor

gani

sed

or u

nstr

uctu

red

appr

oach

to

plan

ning

• W

aste

s re

sour

ces

or f

ails

to

mon

itor

them

eff

ectiv

ely

• D

oes

not

effe

ctiv

ely

man

age

and

deve

lop

peop

le•

Fai

ls t

o id

entif

y an

d ad

dres

s pe

rfor

man

ce is

sues


4. IM

PRO

VIN

G S

ERV

ICES

Effe

ctiv

e le

ader

ship

req

uire

s in

divi

dual

s to

mak

e a

real

diff

eren

ce t

o pe

ople

’s h

ealth

by

deliv

erin

g hi

gh q

ualit

y se

rvic

es a

nd b

y de

velo

ping

impr

ovem

ents

to

serv

ices

. Thi

s re

quire

sth

em t

o de

mon

stra

te e

ffec

tiven

ess

in e

nsur

ing

patie

nt s

afet

y, c

ritic

ally

eva

luat

ing,

enc

oura

ging

impr

ovem

ent

and

inno

vatio

n an

d fa

cilit

atin

g tr

ansf

orm

atio

n.

Elem

ent

1O

wn

Prac

tice/

Imm

edia

te T

eam

2W

hole

Ser

vice

/Acr

oss

Team

s3

Acr

oss

Serv

ices

/Wid

er O

rgan

isatio

n4

Who

le O

rgan

isatio

n/W

ider

H

ealth

care

Sys

tem

4.1

Ensu

rin

g P

atie

nt

Safe

tyPu

ts th

e sa

fety

of p

atie

nts

and

serv

ice

user

s at

the

hear

t of t

heir

thin

king

inde

liver

ing

and

impr

ovin

g se

rvic

es.

Take

sac

tion

to re

port

or r

ectif

y sh

ortf

alls

inpa

tient

saf

ety.

Revi

ews

prac

tice

to im

prov

e st

anda

rds

ofpa

tient

saf

ety

and

min

imis

e ris

k.M

onito

rs t

he im

pact

of

serv

ice

chan

geon

pat

ient

saf

ety.

Dev

elop

s an

d m

aint

ains

aud

it an

d ris

km

anag

emen

t sy

stem

s w

hich

will

driv

ese

rvic

e im

prov

emen

t an

d pa

tient

saf

ety.

Cre

ates

a c

ultu

re th

at p

riorit

ises

the

heal

th, s

afet

y an

d se

curit

y of

pat

ient

s an

dse

rvic

e us

ers.

Del

iver

s as

sura

nce

that

patie

nt s

afet

y un

derp

ins

polic

ies,

proc

esse

s an

d sy

stem

s.

4.2

Cri

tica

lly E

valu

atin

gU

ses

feed

back

from

pat

ient

s, c

arer

s an

dse

rvic

e us

ers

to c

ontr

ibut

e to

hea

lthca

reim

prov

emen

ts.

Enga

ges

with

oth

ers

to c

ritic

ally

eva

luat

ese

rvic

es a

nd c

reat

e id

eas

for

impr

ovem

ents

.

Synt

hesi

ses

com

plex

info

rmat

ion

toid

entif

y po

tent

ial i

mpr

ovem

ents

to

serv

ices

. Id

entif

ies

pote

ntia

l bar

riers

to

serv

ice

impr

ovem

ent.

Benc

hmar

ks th

e w

ider

org

anisa

tion

agai

nst e

xam

ples

of b

est p

ract

ice

inhe

alth

care

and

oth

er s

ecto

rs.

Eval

uate

sop

tions

for i

mpr

ovin

g se

rvic

es in

line

with

futu

re a

dvan

ces.

4.3

Enco

ura

gin

gIm

pro

vem

ent

and

Inn

ova

tio

n

Que

stio

ns e

stab

lishe

d pr

actic

es w

hich

do

not a

dd v

alue

. Put

s fo

rwar

d cr

eativ

esu

gges

tions

to im

prov

e th

e qu

ality

of

serv

ice

prov

ided

.

Act

s as

a p

ositi

ve r

ole

mod

el f

orin

nova

tion.

Enc

oura

ges

dial

ogue

and

deba

te in

the

dev

elop

men

t of

new

idea

sw

ith a

wid

e ra

nge

of p

eopl

e.

Cha

lleng

es c

olle

ague

s’ t

hink

ing

to f

ind

bett

er a

nd m

ore

effe

ctiv

e w

ays

ofde

liver

ing

serv

ices

and

qua

lity.

Acc

esse

scr

eativ

ity a

nd in

nova

tion

from

rel

evan

tin

divi

dual

s an

d gr

oups

.

Driv

es a

cul

ture

of i

nnov

atio

n an

dim

prov

emen

t. In

tegr

ates

radi

cal a

ndin

nova

tive

appr

oach

es in

to s

trat

egic

pla

nsto

mak

e th

e N

HS

wor

ld c

lass

in th

epr

ovisi

on o

f hea

lthca

re s

ervi

ces.

4.4

Faci

litat

ing

Tran

sfo

rmat

ion

Art

icul

ates

the

need

for c

hang

es to

proc

esse

s an

d sy

stem

s, a

ckno

wle

dgin

g th

eim

pact

on

peop

le a

nd s

ervi

ces.

Focu

ses

self

and

othe

rs o

n ac

hiev

ing

chan

ges

to s

yste

ms

and

proc

esse

s w

hich

will

lead

to

impr

oved

ser

vice

s.

Ener

gise

s ot

hers

to

driv

e ch

ange

tha

t w

illim

prov

e he

alth

and

car

e se

rvic

es.

Act

ivel

y m

anag

es t

he c

hang

e pr

oces

s,dr

awin

g on

mod

els

of e

ffec

tive

chan

gem

anag

emen

t. R

ecog

nise

s an

d ad

dres

ses

the

impa

ct o

f ch

ange

on

peop

le a

ndse

rvic

es.

Insp

ires

othe

rs to

take

bol

d ac

tion

and

mak

e im

port

ant a

dvan

ces

in h

ow s

ervi

ces

are

deliv

ered

. Re

mov

es o

rgan

isatio

nal

obst

acle

s to

cha

nge

and

crea

tes

new

stru

ctur

es a

nd p

roce

sses

to fa

cilit

ate

tran

sfor

mat

ion.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• O

verlo

oks

the

need

to

put

patie

nts

at t

he f

oref

ront

of

thei

r th

inki

ng•

Doe

s no

t qu

estio

n/ev

alua

te c

urre

nt p

roce

sses

and

pra

ctic

es•

Mai

ntai

ns t

he s

tatu

s qu

o an

d st

icks

with

tra

ditio

nal o

utda

ted

way

s of

doi

ng t

hing

s•

Fai

ls t

o im

plem

ent

chan

ge o

r im

plem

ents

cha

nge

for

chan

ge’s

sak

e


5. S

ETTI

NG

DIR

ECTI

ON

Effe

ctiv

e le

ader

ship

req

uire

s in

divi

dual

s to

con

trib

ute

to t

he s

trat

egy

and

aspi

ratio

ns o

f th

e or

gani

satio

n an

d ac

t in

a m

anne

r co

nsis

tent

with

its

valu

es. T

his

requ

ires

them

to

dem

onst

rate

eff

ectiv

enes

s in

iden

tifyi

ng t

he c

onte

xts

for

chan

ge, a

pply

ing

know

ledg

e an

d ev

iden

ce, m

akin

g de

cisi

ons,

and

eva

luat

ing

impa

ct.

Elem

ent

1O

wn

Prac

tice/

Imm

edia

te T

eam

2W

hole

Ser

vice

/Acr

oss

Team

s3

Acr

oss

Serv

ices

/Wid

er O

rgan

isatio

n4

Who

le O

rgan

isatio

n/W

ider

H

ealth

care

Sys

tem

5.1

Iden

tify

ing

th

eC

on

text

s fo

r C

han

ge

Und

erst

ands

the

rang

e of

fact

ors

whi

chde

term

ine

why

cha

nges

are

mad

e.Id

entif

ies

the

exte

rnal

and

inte

rnal

driv

ers

of c

hang

e an

d co

mm

unic

ates

the

ratio

nale

for

cha

nge

to o

ther

s.

Act

ivel

y se

eks

to le

arn

abou

t ex

tern

alfa

ctor

s w

hich

will

impa

ct o

n se

rvic

es.

Inte

rpre

ts t

he m

eani

ng o

f th

ese

for

serv

ices

and

inco

rpor

ates

the

m in

tose

rvic

e pl

ans

and

actio

ns.

Synt

hesis

es k

now

ledg

e fr

om a

bro

adra

nge

of s

ourc

es.

Iden

tifie

s fu

ture

chal

leng

es a

nd im

pera

tives

that

will

cre

ate

the

need

for c

hang

e an

d m

ove

the

orga

nisa

tion

and

the

wid

er h

ealth

care

syst

em in

new

dire

ctio

ns. I

nflu

ence

s th

eco

ntex

t for

cha

nge

in th

e be

st in

tere

sts

ofse

rvic

es a

nd s

ervi

ce u

sers

.

5.2

Ap

ply

ing

Kn

ow

led

ge

and

Evid

ence

Gat

hers

dat

a an

d in

form

atio

n ab

out

aspe

cts

of th

e se

rvic

e, a

naly

ses

evid

ence

and

uses

this

know

ledg

e to

sug

gest

chan

ges

that

will

impr

ove

serv

ices

in th

efu

ture

.

Obt

ains

and

ana

lyse

s in

form

atio

n ab

out

serv

ices

and

pat

hway

s to

info

rm f

utur

edi

rect

ion.

Sup

port

s an

d en

cour

ages

othe

rs t

o us

e kn

owle

dge

and

evid

ence

to in

form

dec

isio

ns a

bout

the

fut

ure

ofse

rvic

es.

Und

erst

ands

the

com

plex

inte

rdep

ende

ncie

s ac

ross

a r

ange

of

serv

ices

. A

pplie

s kn

owle

dge

to s

etfu

ture

dire

ctio

n.

Use

s kn

owle

dge,

evi

denc

e an

dex

perie

nce

of n

atio

nal a

nd in

tern

atio

nal

deve

lopm

ents

in h

ealth

and

soc

ial c

are

toin

fluen

ce th

e fu

ture

dev

elop

men

t of

heal

th a

nd c

are

serv

ices

.

5.3

Mak

ing

Dec

isio

ns

Con

sults

with

oth

ers

and

cont

ribut

es to

deci

sions

abo

ut th

e fu

ture

dire

ctio

n/vi

sion

of th

eir s

ervi

ce.

Invo

lves

key

peo

ple

and

grou

ps in

mak

ing

deci

sion

s. A

ctiv

ely

enga

ges

info

rmal

and

info

rmal

dec

isio

n-m

akin

gpr

oces

ses

abou

t th

e fu

ture

of

serv

ices

.

Rem

ains

acc

ount

able

for

mak

ing

timel

yde

cisi

ons

in c

ompl

ex s

ituat

ions

. M

odifi

esde

cisi

ons

and

flexe

s di

rect

ion

whe

nfa

ced

with

new

info

rmat

ion

or c

hang

ing

circ

umst

ance

s.

Ensu

res

that

cor

pora

te d

ecisi

on-m

akin

g is

rigor

ous

and

take

s ac

coun

t of t

he fu

llra

nge

of fa

ctor

s im

ping

ing

on th

e fu

ture

dire

ctio

n of

the

orga

nisa

tion

and

the

wid

er h

ealth

care

sys

tem

. Can

ope

rate

with

out a

ll th

e fa

cts.

Tak

es u

npop

ular

deci

sions

whe

n in

the

best

inte

rest

s of

heal

th a

nd c

are

in th

e lo

ng te

rm.

5.4

Eval

uat

ing

Imp

act

Ass

esse

s th

e ef

fect

s of

cha

nge

on s

ervi

cede

liver

y an

d pa

tient

out

com

es.

Mak

esre

com

men

datio

ns fo

r fut

ure

impr

ovem

ents

.

Eval

uate

s an

d em

beds

app

roac

hes

and

wor

king

met

hods

whi

ch h

ave

prov

ed t

obe

eff

ectiv

e in

to t

he w

orki

ng p

ract

ices

of t

eam

s an

d in

divi

dual

s.

Iden

tifie

s ga

ins

whi

ch c

an b

e ap

plie

del

sew

here

in t

he o

rgan

isat

ion

and

inco

rpor

ates

the

se in

to o

pera

tiona

l/bu

sine

ss p

lans

. Dis

sem

inat

es le

arni

ngfr

om c

hang

es w

hich

hav

e be

enin

trod

uced

.

Synt

hesis

es le

arni

ng a

risin

g fr

om c

hang

esw

hich

hav

e be

en in

trod

uced

and

inco

rpor

ates

thes

e in

to s

trat

egic

pla

ns.

Shar

es le

arni

ng w

ith th

e w

ider

hea

lth a

ndca

re c

omm

unity

.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• U

naw

are

of p

oliti

cal,

soci

al, t

echn

ical

, eco

nom

ic, o

rgan

isat

iona

l fac

tors

tha

t im

pact

on

the

futu

re o

fth

e se

rvic

e/or

gani

satio

n•

Doe

s no

t us

e an

evi

denc

e-ba

se f

or d

ecis

ion-

mak

ing

• M

akes

poo

r de

cisi

ons

abou

t th

e fu

ture

• F

ails

to

eval

uate

the

impa

ct o

f pr

evio

us d

ecis

ions

and

act

ions


6. C

REA

TIN

G T

HE

VIS

ION

Thos

e in

sen

ior

posi

tiona

l lea

ders

hip

role

s cr

eate

a c

ompe

lling

vis

ion

for

the

futu

re, a

nd c

omm

unic

ate

this

with

in a

nd a

cros

s or

gani

satio

ns. T

his

requ

ires

them

to

dem

onst

rate

effe

ctiv

enes

s in

dev

elop

ing

the

visi

on f

or t

he o

rgan

isat

ion,

influ

enci

ng t

he v

isio

n of

the

wid

er h

ealth

care

sys

tem

, com

mun

icat

ing

the

visi

on a

nd e

mbo

dyin

g th

e vi

sion

.

Elem

ent

ELEM

ENT

DES

CR

IPTO

RS

(see

als

o p

age

11)

4W

hole

Org

anis

atio

n/W

ider

Hea

lthca

re S

yste

m

6.1

Dev

elo

pin

g t

he

Vis

ion

for

the

Org

anis

atio

n•

Act

ivel

y en

gage

with

col

leag

ues

and

key

influ

ence

rs, i

nclu

ding

pat

ient

s an

d pu

blic

,ab

out t

he fu

ture

of t

he o

rgan

isatio

n

•Br

oadl

y sc

an a

nd a

naly

se th

e fu

ll ra

nge

of fa

ctor

s th

at w

ill im

pact

upo

n th

eor

gani

satio

n, to

cre

ate

likel

y sc

enar

ios

for i

ts fu

ture

•C

reat

e a

visio

n w

hich

is b

old,

inno

vativ

e a

nd re

flect

s th

e co

re v

alue

s of

the

NH

S

•C

ontin

uous

ly e

nsur

es th

at th

e or

gani

satio

n’s

visio

n is

com

patib

le w

ith fu

ture

deve

lopm

ents

with

in th

e w

ider

hea

lthca

re s

yste

m

Act

ivel

y en

gage

s ke

y st

akeh

olde

rs in

cre

atin

g a

bold

, inn

ovat

ive,

sha

red

visio

n w

hich

refle

cts

the

futu

re n

eeds

and

asp

iratio

ns o

f the

pop

ulat

ion

and

the

futu

re d

irect

ion

ofhe

alth

care

. Th

inks

bro

adly

and

alig

ns th

e vi

sion

to th

e N

HS

core

val

ues

and

the

valu

es o

fth

e w

ider

hea

lthca

re s

yste

m.

6.2

Infl

uen

cin

g V

isio

n in

th

eW

ider

Hea

lth

care

Sys

tem

•Se

ek o

ppor

tuni

ties

to e

ngag

e in

deb

ate

abou

t the

futu

re o

f hea

lth a

nd c

are

rela

ted

serv

ices

•W

ork

in p

artn

ersh

ip w

ith o

ther

s in

the

heal

thca

re s

yste

m to

dev

elop

a s

hare

d vi

sion

•N

egot

iate

com

prom

ises

in th

e in

tere

sts

of b

ette

r pat

ient

ser

vice

s

•In

fluen

ce k

ey d

ecisi

on-m

aker

s w

ho d

eter

min

e fu

ture

gov

ernm

ent p

olic

y th

at im

pact

son

the

NH

S an

d its

ser

vice

s

Act

ivel

y pa

rtic

ipat

es in

and

lead

s on

deb

ates

abo

ut th

e fu

ture

of h

ealth

, wel

lbei

ng a

ndre

late

d se

rvic

es.

Man

ages

pol

itica

l int

eres

ts, b

alan

cing

tens

ions

bet

wee

n or

gani

satio

nal

aspi

ratio

ns a

nd th

e w

ider

env

ironm

ent.

Sha

pes

and

influ

ence

s lo

cal,

regi

onal

and

natio

nal h

ealth

prio

ritie

s an

d ag

enda

s.

6.3

Co

mm

un

icat

ing

th

eV

isio

n•

Com

mun

icat

e th

eir i

deas

and

ent

husia

sm a

bout

the

futu

re o

f the

org

anisa

tion

and

itsse

rvic

es c

onfid

ently

and

in a

way

whi

ch e

ngag

es a

nd in

spire

s ot

hers

•Ex

pres

s th

e vi

sion

clea

rly, u

nam

bigu

ously

and

vig

orou

sly

•En

sure

that

sta

keho

lder

s w

ithin

and

bey

ond

the

imm

edia

te o

rgan

isatio

n ar

e aw

are

ofth

e vi

sion

and

any

likel

y im

pact

it m

ay h

ave

on th

em

•Ta

ke ti

me

to b

uild

crit

ical

sup

port

for t

he v

ision

and

ens

ure

it is

shar

ed a

nd o

wne

d by

thos

e w

ho w

ill b

e co

mm

unic

atin

g it

Cle

arly

com

mun

icat

es th

e vi

sion

in a

way

that

eng

ages

and

em

pow

ers

othe

rs.

Use

sen

thus

iasm

and

ene

rgy

to in

spire

oth

ers

and

enco

urag

e jo

int o

wne

rshi

p of

the

visio

n.A

ntic

ipat

es a

nd c

onst

ruct

ivel

y ad

dres

ses

chal

leng

e.

6.4

Emb

od

yin

g t

he

Vis

ion

•A

ct a

s a

role

mod

el, b

ehav

ing

in a

man

ner w

hich

refle

cts

the

valu

es a

nd p

rinci

ples

inhe

rent

in th

e vi

sion

•D

emon

stra

te c

onfid

ence

, sel

f bel

ief,

tena

city

and

inte

grity

in p

ursu

ing

the

visio

n

•C

halle

nge

beha

viou

rs w

hich

are

not

con

siste

nt w

ith th

e vi

sion

•Id

entif

y sy

mbo

ls, ri

tual

s an

d ro

utin

es w

ithin

the

orga

nisa

tion

whi

ch a

re n

ot c

onsis

tent

with

the

visio

n, a

nd re

plac

e th

em w

ith o

nes

that

are

Con

siste

ntly

disp

lays

pas

sion

for t

he v

ision

and

dem

onst

rate

s pe

rson

al c

omm

itmen

t to

itth

roug

h th

eir d

ay-t

o-da

y ac

tions

. Use

s pe

rson

al c

redi

bilit

y to

act

as

a co

nvin

cing

advo

cate

for t

he v

ision

.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• D

oes

not

invo

lve

othe

rs in

cre

atin

g an

d de

finin

g th

e vi

sion

• D

oes

not

alig

n th

eir

visi

on w

ith t

he w

ider

hea

lth a

nd c

are

agen

da•

Mis

ses

oppo

rtun

ities

to

com

mun

icat

e an

d sh

are

unde

rsta

ndin

g of

the

vis

ion

with

oth

ers

• L

acks

ent

husi

asm

and

com

mitm

ent

for

driv

ing

the

visi

on


7. D

ELIV

ERIN

G T

HE

STRA

TEG

YTh

ose

in s

enio

r pos

ition

al le

ader

ship

role

s de

liver

the

stra

tegi

c vi

sion

by d

evel

opin

g an

d ag

reei

ng s

trat

egic

pla

ns th

at p

lace

pat

ient

car

e at

the

hear

t of t

he s

ervi

ce, a

nd e

nsur

ing

that

thes

e ar

e tr

ansla

ted

into

ach

ieva

ble

oper

atio

nal p

lans

. Thi

s re

quire

s th

em to

dem

onst

rate

eff

ectiv

enes

s in

fram

ing

the

stra

tegy

, dev

elop

ing

the

stra

tegy

, im

plem

entin

g th

e st

rate

gy, a

nd e

mbe

ddin

g th

e st

rate

gy.

Elem

ent

ELEM

ENT

DES

CR

IPTO

RS

(see

als

o p

age

12)

4W

hole

Org

anis

atio

n/W

ider

Hea

lthca

re S

yste

m

7.1

Fram

ing

th

e St

rate

gy

•Ta

ke a

ccou

nt o

f the

cul

ture

, hist

ory

and

long

term

und

erly

ing

issue

s fo

r the

org

anisa

tion

•U

se s

ound

org

anisa

tiona

l the

ory

to in

form

the

deve

lopm

ent o

f str

ateg

y

•Id

entif

y be

st p

ract

ice

whi

ch c

an b

e ap

plie

d to

the

orga

nisa

tion

•Id

entif

y st

rate

gic

optio

ns w

hich

will

del

iver

the

orga

nisa

tion’

s vi

sion

Crit

ical

ly re

view

s re

leva

nt th

inki

ng, i

deas

and

bes

t pra

ctic

e an

d ap

plie

s w

hole

sys

tem

sth

inki

ng in

ord

er to

con

cept

ualis

e a

stra

tegy

in li

ne w

ith th

e vi

sion.

7.2

Dev

elo

pin

g t

he

Stra

teg

y•

Enga

ge w

ith k

ey in

divi

dual

s an

d gr

oups

to fo

rmul

ate

stra

tegi

c pl

ans

to m

eet t

he v

ision

•St

rive

to u

nder

stan

d ot

hers

’ ag

enda

s, m

otiv

atio

ns a

nd d

river

s in

ord

er to

dev

elop

stra

tegy

whi

ch is

sus

tain

able

•C

reat

e st

rate

gic

plan

s w

hich

are

cha

lleng

ing

yet r

ealis

tic a

nd a

chie

vabl

e

•Id

entif

y an

d m

itiga

te u

ncer

tain

ties

and

risks

ass

ocia

ted

with

str

ateg

ic c

hoic

es

Inte

grat

es th

e vi

ews

of a

bro

ad ra

nge

of s

take

hold

ers

to d

evel

op a

coh

eren

t, jo

ined

up

and

sust

aina

ble

stra

tegy

. A

sses

ses

orga

nisa

tiona

l rea

dine

ss fo

r cha

nge.

Man

ages

the

risks

, pol

itica

l sen

sitiv

ities

and

env

ironm

enta

l unc

erta

intie

s in

volv

ed.

7.3

Imp

lem

enti

ng

th

eSt

rate

gy

•En

sure

that

str

ateg

ic p

lans

are

tran

slate

d in

to w

orka

ble

oper

atio

nal p

lans

, ide

ntify

ing

risks

, crit

ical

suc

cess

fact

ors

and

eval

uatio

n m

easu

res

•Id

entif

y an

d st

reng

then

org

anisa

tiona

l cap

abili

ties

requ

ired

to d

eliv

er th

e st

rate

gy

•Es

tabl

ish c

lear

acc

ount

abili

ty fo

r the

del

iver

y of

all

elem

ents

of t

he s

trat

egy,

hol

d pe

ople

to a

ccou

nt a

nd e

xpec

t to

be h

eld

to a

ccou

nt th

emse

lves

•Re

spon

d qu

ickl

y an

d de

cisiv

ely

to d

evel

opm

ents

whi

ch re

quire

a c

hang

e in

str

ateg

y

Resp

onds

con

stru

ctiv

ely

to c

halle

nge.

Put

s sy

stem

s, s

truc

ture

s, p

roce

sses

, res

ourc

es a

ndpl

ans

in p

lace

to d

eliv

er th

e st

rate

gy.

Esta

blish

es a

ccou

ntab

ilitie

s an

d ho

lds

peop

le in

loca

l, re

gion

al, a

nd n

atio

nal s

truc

ture

s to

acc

ount

for j

oint

ly d

eliv

erin

g st

rate

gic

and

oper

atio

nal p

lans

. D

emon

stra

tes

flexi

bilit

y w

hen

chan

ges

requ

ired.

7.4

Emb

edd

ing

th

e St

rate

gy

•Su

ppor

t and

insp

ire o

ther

s re

spon

sible

for d

eliv

erin

g st

rate

gic

and

oper

atio

nal p

lans

,he

lpin

g th

em to

ove

rcom

e ob

stac

les

and

chal

leng

es, a

nd to

rem

ain

focu

sed

•C

reat

e a

cons

ulta

tive

orga

nisa

tiona

l cul

ture

to s

uppo

rt d

eliv

ery

of th

e st

rate

gy a

nd to

driv

e st

rate

gic

chan

ge w

ithin

the

wid

er h

ealth

care

sys

tem

•Es

tabl

ish a

clim

ate

of tr

ansp

aren

cy a

nd tr

ust w

here

resu

lts a

re d

iscus

sed

open

ly

•M

onito

r and

eva

luat

e st

rate

gic

outc

omes

, mak

ing

adju

stm

ents

to e

nsur

e su

stai

nabi

lity

of th

e st

rate

gy

Enab

les

and

supp

orts

the

cond

ition

s an

d cu

lture

nee

ded

to s

usta

in c

hang

es in

tegr

al to

the

succ

essf

ul d

eliv

ery

of th

e st

rate

gy.

Kee

ps m

omen

tum

aliv

e by

rein

forc

ing

key

mes

sage

s, m

onito

ring

prog

ress

and

reco

gnisi

ng w

here

the

stra

tegy

has

bee

n em

brac

edby

oth

ers.

Eva

luat

es o

utco

mes

and

use

s le

arni

ngs

to a

dapt

str

ateg

ic a

nd o

pera

tiona

lpl

ans.

Gen

eric

beh

avio

urs

ob

serv

ed if

ind

ivid

ual

is n

ot

yet

dem

on

stra

tin

g t

his

do

mai

n:

• D

oes

not

alig

n th

e st

rate

gy w

ith lo

cal,

natio

nal a

nd/o

r w

ider

hea

lth c

are

syst

em r

equi

rem

ents

• W

orks

to

deve

lop

the

stra

tegy

in is

olat

ion

with

out

inpu

t or

fee

dbac

k fr

om o

ther

s•

Abs

olve

s on

esel

f of

res

pons

ibili

ty f

or h

oldi

ng o

ther

s to

acc

ount

• F

ails

to

enab

le a

n or

gani

satio

nal c

ultu

re t

hat

embr

aces

the

str

ateg

y

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