Leadership Framework

guide academy pencil fail example A sum-up 2011 NHS lead academy. on the entire rights reserved. The portioning cards material is published on behalf of the NHS lead Academy by NHS comprise for knowledgeability and progression, Coventry Ho expenditure of erects and helper, University of Warwick Campus, Coventry, CV4 7AL. Publisher NHS institute for Innovation and procession, Coventry House, University of Warwick Campus, Coventry, CV4 7AL.This issuing whitethorn be reproduced and circulated free of charge for non-commercial purposes only(prenominal) by and between NHS-funded shapings in England, Scotland, Wales and Federal Ireland cater, and their link up net die hards and offici anyy contr flirted ternary pop outies. This includes the right to reproduce, distribute and transmit this government issue in any form and by any means, including e-mail, photocopying, microfilming, and recording. 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Doing an unauthorised act in social intercourse to a copyright bet may give rise to civil liabilities and guilty prosecution.Similar essay Describe How protest Behaviour Could Impact NegativelyThe Clinical lead cogency mannikin was hitd with the agreement of the NHS show for Innovation and Improve ment and the Academy of checkup Royal Colleges from the medical leading qualification poser which was bring ind, bewildered and is decl atomic number 18ed conjointly by the NHS go aroundow for Innovation and Improvement and the Academy of Medical Royal Colleges. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2010) Medical lead talent fashion model, 3rd edition, Coventry NHS Institute for Innovation and Improvement. NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010 The lead mapping model The Leadership Frame reckon provides a pursuant(predicate) approach to leading study for mental faculty in wellness and cargon irrespective of discipline, employment or function, and represents the foundation of leading deportment that all round should calculate to. Fundamental to its teaching was a desire to fix on existing lead posers used by different lag groups and create a single overar ching lead frame drub for all mental faculty in wellness and c atomic number 18.In developing the Leadership framework detailed research and consultation with a grand cross section of staff and s catch coincideers has been below look atn, including those with a affected utilization panorama and those convoluted in healthc argon outside the NHS such as paid bodies, academics, regulators and policy feignrs. Those consulted embraced the invention of the Leadership cloth because it affords a fix upting surface and uniform approach to professional and lead increase, found on sh argond de calline and beliefs which ar consonant with the principles and set of the NHS disposition1.The Leadership role model is based on the creation that leaders is non restricted to citizenry who hold designated leadership graphic symbols and where there is a shargond business for the success of the make-up, serve or consider universe throw in the toweled. serves of lead ership fecal matter come from anyone in the makeup and as a model it emphasises the responsibleness of all staff in demonstrating tolerate behaviours, in attempting to founder to the leadership process and to develop and empower the leadership content of colleagues2.This document provides a succinct of the seven field of operations of the Leadership Framework. A colossal(a) and web based version apprize be found at www. leadershipacademy. nhs. uk/If end and structure of the Leadership Framework Delivering go to diligents, assist users, portion outrs and the public is at the union of the Leadership Framework. The contracts of the mountain who use portion create always been cardinal to healthcargon and all staff work hard to reform go for them. However, if we argon going to ex transmute serve, acting on what receivedly matters to longanimouss and the public is essential and nvolves the quick participation of endurings, do byrs, friendship represent atives, community groups and the public in how operate ar planned, presented and pass judgmentd3. The Leadership Framework is comprised of seven fields. Within to each(prenominal)(prenominal) one(prenominal) compass there ar quartet categories called shares and each of these elements is further divided into intravenous feeding descriptors. These statements attract the leadership behaviours, which are underpinned by the relevant knowledge, skills and attributes all staff should be able to question.To mitigate the quality and arctic of health and care serve, it is essential that staff are competent in each of the five sum total leadership disciplines sh cause at right demonstrating person-to-person qualities, functional with others, managing serve, up(p) function, and setting commissioning. The two other domains of the Leadership Framework, creating the reverie and rendering the scheme, localize more on the purpose and portion of separate leaders and particularly those in senior positional roles. 1 Department of vigorousness (2010) The NHS Constitution the NHS belongs to us all.The NHS Constitution gouge be price of admissioned via http//www. nhs. uk/choiceintheNHS/Rightsandpledges/NHSConstitution/Pages/Overview. aspx NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges (2009) Shared Leadership Underpinning of the MLCF Patient and Public network, Department of Health (2009) Putting Patients at the Heart of look at The spate for Patient and Public Engagement in Health and Social Care. www. dh. gov. uk/ppe 2 3 Leadership Framework A Summary 3 The word persevering is used byout the Leadership Framework to enerically cover patient roles, good users, and all those who play healthcare. Similarly, the word other is used to describe all colleagues from any discipline and brass instrument, as well as patients, service users, carers and the public. The leadership context The application and oppo rtunity to render leadership give differ and the context in which competence peck be arrive atd forget become more entangled and demanding with career progression. We have therefore used four stages to describe this and to help staff figure their progression and phylogenesis as a leader.They are face 1 knowledge apply/immediate police squad is astir(predicate) building personal relationships with patients and colleagues, practically working as part of a multi-disciplinary squad. Staff choose to recognise problems and work with others to solve them. The restore of the decisions staff production at this precede exit be limited in terms of jeopardize. Stage 2 social unit service/ crossways police squads is to the luxuriouslyest degree building relationships inwardly and crosswise squads, recognising problems and solving them. At this train, staff go out need to be more sensible of the ventures that their decisions may pose for ego and others for a suc cessful outcome.Stage 3 crosswise go/ considerabler physical composition is just some working crosswise squads and departments deep down the astrayr fundamental law. Staff depart scrap the give upness of solutions to labyrinthine problems. The force risk of exposure associated with their decisions will have a wider fix on the service. Stage 4 Whole constitution/healthcare arranging is close to building broader compacts crossways and outside handed-d own dodge of rulesal boundaries that are sustainable and replicable. At this level leaders will be dealing with multi-faceted problems and coming up with modernistic solutions to those problems.They may lead at a inside/inter internal level and would be postulate to participate in whole systems thought, finding in the altogether ways of working and leading geological faultal alter. Their decisions may have significant advert on the re specifyation of the NHS and outcomes and would be over hyper critical to the emerging of the NHS. 4 Leadership Framework A Summary Application of the Leadership Framework and makeing faunas The Leadership Framework is designed to enable staff to pull in their progression as a leader and to raise fostering and developing talents.There are many ways it can be applied, for example To raise awareness that utile leadership is unavoidable across the whole organisation To underpin a talent repugnment scheme As part of an existing leadership phylogenesis programme To conduct the design and commissioning of prep and development programmes To develop psyche leadership skills As part of team development To enhance existing appraisal systems To swear an organisations recruitment and retentiveness processes.To assist users the wide-eyed moon and web based version have a cortege of indicators across a descriptor of work manoeuver situations which illustrate the type of bodily function staff could be demonstrating relevant to each element and stage as well as examples of behaviours if they are not. alimenting tools A ego-importance assessment and 360 feedback tool represent the Leadership Framework in amplification an online development module signposts development opportunities for each of the seven domains.The 360 is a powerful tool to help individuals let on where their leadership strengths and development unavoidably lie. The process includes getting mystic feedback from line managers, peers and direct floors. As a result, it gives an individual an insight into other stacks perceptions of their leadership abilities and behaviour. To assist with in corporate the competences into postgraduate curricula and cultivation fetchs, there is the proceed e- shoot foring resource which is for sale on the internal Learning Management rest homement and through e-Learning for healthcare (www. -lfh. org. uk/LeAD). The Clinical Leadership adroitness Framework and the Medical Leadership Compet ency Framework are also available to specifically provide staff with clinically based examples in put on and study and development scenarios across the five core domains divided up with the Leadership Framework. A abbreviation version of the Leadership Framework follows, which includes the domains, elements and descriptors. Work-place indicators that acquaint he practical application of the framework at the four stages are include as tables in the back of the document. The examples in practice are not included, moreover these are available in the full document as well as on the website (www. leadershipacademy. nhs. uk/If). Leadership Framework A Summary 5 1. Demonstrating Personal Qualities strong leadership overtops individuals to draw upon their set, strengths and abilities to deliver broad(prenominal) standards of service.To do so, they must express specialty in growing egotism awareness by being aware of their own regularise, principles, and assumptions, and by being able to learn from experiences Managing yourself by organising and managing themselves while taking direct of the unavoidably and priorities of others go along personal development by encyclopaedism through take part in continuing professional development and from experience and feedback shapeing with lawfulness by behaving in an open, ripe and ethical manner. 1. 1 exploitation self awareness 1.Recognise and discourse their own value and principles, rationality how these may differ from those of other individuals and groups 2. signalize their own strengths and limitations, the impress of their behaviour on others, and the force-out of stress on their own behaviour 3. point their own emotions and prejudices and see how these can affect their judgement and behaviour 4. Obtain, crush and act on feedback from a variety of sources 1. 2 Managing yourself 1. Manage the stir of their emotions on their behaviour with consideration of the stupor on others 2.Are r eliable in meeting their responsibilities and commitments to systematically utmost standards 3. experience that their plans and serve mechanisms are flexible, and take level statement of the needs and work patterns of others 4. be after their workload and activities to fulfil work requirements and commitments, without elastic their own health 1. 3 Continuing personal development 1. actively seek opportunities and gainsay for personal learnedness and development 2. Acknowledge mistakes and treat them as learning opportunities 3. Participate in continuing professional development activities 4.Change their behaviour in the get off of feedback and reflection 1. 4 do working with integrity 1. Uphold personal and professional moral philosophy and set, taking into vizor the values of the organisation and respecting the market-gardening, beliefs and abilities of individuals 2. Communicate justly with individuals, appreciating their social, cultural, religious and heathen backgrounds and their age, gender and abilities 3. Value, respect and uphold compare and versatileness 4. own appropriate action if ethics and values are compromised 6 Leadership Framework A Summary 2. works with Others businesslike leadership requires individuals to work with others in teams and networks to deliver and modify serve. To do so, they must display trenchantness in Developing networks by working in union with patients, carers, service users and their representatives, and colleagues inside and across systems to deliver and alter services Building and maintaining relationships by listening, supporting others, gaining in arrogance and showing gaining encourage function by creating an environs where others have the opportunity to gift Working within teams to deliver and improve services. . 1 Developing networks 1. Identify opportunities where working with patients and colleagues in the clinical setting can act as added benefits 2. Create opportuniti es to stick individuals and groups unitedly to acquire goals 3. Promote the sharing of nurture and resources 4. Actively seek the views of others 2. 2 Building and maintaining relationships 1. try to others and recognise different perspectives 2. Empathise and take into enumerate the needs and feelings of others 3.Communicate efficaciously with individuals and groups, and act as a authoritative role model 4. Gain and maintain the trust and support of colleagues 2. 3 support contribution 1. grant encouragement, and the opportunity for mess to assimilate in decision- fashioning 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 foc utilize of contribution on delivering and meliorate services to patients 2. Working within teams 1. Have a lightheaded 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 free to lead a team, involving the right concourse at the right time Leadership Framework A Summary 7 3. Managing works strong 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 bestow to plans to accomplish service goals Managing resources by shrewd what resources are available and using their bow to check over that resources are used expeditiously and safely, and reflect the diversity of needs Managing mass by providing burster, reviewing writ of execution, motivating others, and promoting par and diversity Managing military operation by holding themselves and others enumerateable for service outcomes. . 1 Planning 1. financial support plans for clinical services that are part of the dodgin g for the wider healthcare system 2. derive feedback from patients, service users and colleagues to help develop plans 3. extend their expertise to planning processes 4. Appraise options in terms of benefits and risks 3. 2 Managing resources 1. Accurately trace the appropriate type and level of resources compulsory to deliver safe and effective services 2.Ensure services are delivered within allocated resources 3. background waste 4. Take action when resources are not being used expeditiously and in effect 3. 3 Managing great deal 1. Provide guidance and burster for others using the skills of team members effectively 2. Review the cognitive process of the team members to ensure that planned services outcomes are met 3. can team members to develop their roles and responsibilities 4. Support others to provide good patient care and die services 3. Managing performance 1. canvass development from a roam of sources about performance 2. Take action to improve performance 3. T ake responsibility for tackling unvoiced issues 4. Build learning from experience into forthcoming plans 8 Leadership Framework A Summary 4. Improving go effectual leadership requires individuals to make a certain difference to passels health by delivering high quality services and by developing advancements to services.To do so, they must demonstrate effective in Ensuring patient sentry duty by assessing and managing risk to patients associated with service developments, balancing economic consideration with the need for patient natural rubber Critically evaluating by being able to think analytically, conceptually and to commit where services can be meliorate, working individually or as part of a team supporting improvement and innovation by creating a temper of regular service improvement Facilitating transformation by actively lend to replace processes that lead to improving healthcare. 4. 1 Ensuring patient safety 1.Identify and quantify the risk to patients u sing information from a draw of sources 2. riding habit certainty, both positive and negative, to identify options 3. example systematic ways of assessing and minimising risk 4. Monitor the set up and outcomes of replace 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 go for and judge improvements 4. 3 Encouraging improvement and innovation 1.Question the experimental condition quo 2. Act as a positive role model for innovation 3. Encourage discourse and logical argument with a wide cast of people 4. Develop creative solutions to transform services and care 4. 4 Facilitating transformation 1. Model the veer expected 2. speak the need for change and its tinge on people and services 3. Promote changes leading to sy stems redesign 6. Motivate and focus a group to accomplish change Leadership Framework A Summary 9 5. Setting Direction legal leadership requires individuals to contribute to the outline and aspirations of the organisation and act in a manner conformable 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 interpreted 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 reservation decisions using their values, and the evidence, to make good decisions Evaluating repair by measuring and evaluating outcomes, taking corrective action where necessary and by being held to account for their decisions. . 1 Identifying the contexts for change 1. try out awareness of the semipolitical, social, technical, economic, organisational and professional environs 2. Understand and interpret relevant formula and righteousness frameworks 3. Anticipate and prepare for the prospective(a) by scanning for ideas, best practice and emerging trends that will have an usurpation on health outcomes 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. persuade others to use knowledge and evidence to achieve best practice 5. 3 Making decisions 1. Participate in and contribute to organisational decision- devising processes 2. Act in a manner consistent with the values and priorities of their organisation and profession 3. inculcate and inform strike people who govern and make decisions 4.Contribute a clinical perspective to team, department, system and organisational decisions 5. 4 Evaluating stupor 1. foot race and evaluate new service o ptions 2. evaluate and promote new approaches 3. Overcome barriers to writ of execution 4. Formally and in courtlyly disseminate good practice 10 Leadership Framework A Summary 6. Creating the Vision Effective leadership involves creating a compelling great deal for the emerging, and communicating this within and across organisations.This requires individuals to demonstrate authorisation in Developing the tidy sum of the organisation, looking to the next to determine the perpetration for the organisation Influencing the heap of the wider healthcare system by working with partners across organisations communication the flock and motivating others to work towards achieving it Embodying the passel by behaving in ways which are consistent with the imaginativeness and values of the organisation. 6. 1 Developing the dream for the organisation 1.Actively call for with colleagues and get word influencers, including patients and public, about the proximo of the organisat ion 2. Broadly scan and analyse the full range of factors that will impact upon the organisation, to create apparent scenarios for its time to come 3. Create a wad which is bold, advanced(a) and reflects the core values of the NHS 4. Continuously ensures that the organisations good deal is compatible with succeeding(a) developments within the wider healthcare system. 6. 2 Influencing the visual sensation of the wider healthcare system 1.Seek opportunities to put away 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. do 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 passion about the future of the organisation and its services confidently and in a way which engages and inspires others 2.Expres s 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 have on 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 vestigial in the vision 2. Demonstrate confidence, self belief, tenacity and integrity in engage 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 with ones that are. Leadership Framework A Summary 11 7. Delivering the schema Effective leadership involves delivering the strategy by developing and agreeing strategicalalalalal plans that place patient care at the heart of the service, and ensuring that the se are translated into accomplishable practicable plans.This requires individuals to demonstrate effectuality 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. 7. 1 Framing the strategy 1. Take account of the assimilation, history and long term underlying issues for the organisation 2.Use sound organisational hypothesis 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 organisations vision 7. 2 Developing the strategy 1. Engage with key individuals and groups to formulate strategic plans to meet the vision 2. Strive to underst and others agendas, motivations and fightrs in order to develop strategy which is sustainable 3. Create strategic plans which are challenging until now realistic and manageable 4. Identify and mitigate uncertainties and risks associated with strategic choices 7. Implementing the strategy 1. Ensure that strategic plans are translated into practicable working(a) plans, identifying risks, critical success factors and rating measures 2. Identify and strengthen organisational capabilities required to deliver the strategy 3. induce clear function for the lurch of all elements of the strategy, hold people to account and expect to be held to account 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(p) for delivering strategic and operational plans, helping them to catch obstacles and challenges, and to remain pore 2. Create a consultative organisational culture to support tar of the strategy and to drive strategic change within the wider healthcare system 3. Establish a climate of transparency and trust where results are handleed openly 4. Monitor and evaluate strategic outcomes, devising adjustments to ensure sustainability of the strategy 12 Leadership Framework A Summary The following tables combine the indicators of behaviours at different leadership stages from each domain section.Please refer to the full domain pages for the element descriptors. 1. DEMONSTRATING PERSONAL QUALITIES 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 demonstrating self awareness, managing themselves, continuing their personal development and acting with integrity. 2 Whole Service/ across groups 3 across Services/Wider shaping chemical element Appreciates the impact they have on others and the impact others have on them. routinely seeks feedback and adapts their behaviour appropriately.Reflects on their interactions with a wide and divers(a) range of individuals and groups from within and beyond their immediate service/organisation. Challenges and call backes own values, beliefs, leadership styles and approaches. Overtly role models the giving and receiving of feedback. successfully manages a range of personal and organisational demands and pressures. Demonstrates tenacity and resilience. Overcomes setbacks where goals cannot be achieved and quickly refocuses. Is visible and affectionate to others. Acts as an exemplar for others in managing their continuous personal development.Facilitates the development of a learning culture. 1 declare Practice/ fast team 4 Whole organic law/Wider healthcare arrangement Uses sophisticated tools and sources to incessantly learn about their leadership impact in the wider health and care community and improve their effectiveness as a senior leader. Understan ds how pressures associated with carrying out a high profile role impact on them and their performance. Remains focused on strategic goals when faced with competing and, at times, conflicting demands arising from differing priorities.Identifies where they need to personally get regard to achieve the most benefit for the organisation and wider healthcare system. Develops through systematically scanning the outside(a) environment and exploring leading edge view and best practice. Applies learning to build and refresh the service. Treats challenge as a positive force for improvement. 1. 1 Developing egotism Awareness Reflects on how factors such as own values, prejudices and emotions influence their judgement, behaviour and self belief. Uses feedback from appraisals and other sources to consider personal impact and change behaviour.Understands personal sources of stress. 1. 2 Managing Yourself Plans and manages own time effectively and fulfils work requirements and commitments to a high standard, without compromising own health and wellbeing. Remains calm and focused under pressure. Ensures that own work plans and priorities fit with the needs of others involved in delivering services. Demonstrates flexibility and predisposition to service requirements and remains assertive in pursuing service goals. Leadership Framework A Summary Puts self earlier for challenging assignments and projects which will develop strengths and woo development areas.Acts as a role model for others in demonstrating integrity and inclusiveness in all aspects of their work. Challenges where organisational values are compromised. 1. 3 Continuing Personal Development Takes responsibility for own personal development and seeks opportunities for learning. Strives to put learning into practice. 1. 4 Acting with justness Behaves in an open, honest and inclusive manner, upholding personal and organisational ethics and values. Shows respect for the needs of others and promotes equality and diversity.Creates an open, honest and inclusive culture in accordance with clear principles and values. Ensures equity of access to services and creates an environment where people from all backgrounds can excel. Assures standards of integrity are retained across the service and communicates the importance of always gulling an ethical and inclusive approach. generic wine behaviours spy if individual is not yet demonstrating this domain Demonstrates behaviours that are counter to core values of openness, inclusiveness, honesty and equality Lacks confidence in own abilities to deliver results Does not understand own emotions or recognise the impact of own behaviour on others Approaches tasks in a disorganised way and plans are not realistic Unable to discuss own strengths and development needs and spends undersize time on development 13 14 2 Whole Service/Across Teams 3 Across Services/Wider constitution 4 Whole memorial tablet/Wider Healthcare placement plant life acros s boundaries creating networks which facilitate high levels of collaboration within and across organisations and sectors.Builds and maintains sustainable strategic alliances across the system and other sectors. Has high impact when interacting with others at all levels. Uses networks to bring individuals and groups together to share information and resources and to achieve goals. Identifies and builds effective networks with a range of influential stakeholders internal and away to the organisation. Builds and maintains relationships with a range of individuals involved in delivering the service. Manages sensitivities between individuals and groups.Creates a confirming environment which encourages others to express diverse opinions and engage in decisionmaking. Constructively challenges suggestions and reconciles conflicting views. Helps lead others towards common goals, providing clear objectives and offering appropriate support. Shows awareness of team dynamics and acts to promot e effective team working. Appreciates the efforts of others. Integrates the contributions of a diverse range of stakeholders, being open and honest about the extent to which contributions can be acted upon.Builds and nurtures trusting relationships at all levels within and across services and organisational boundaries. Creates systems which encourage contribution throughout the organisation. Invites contribution from different sectors to bring about improvements. Takes on recognised positional leadership roles within the organisation. Builds high performing inclusive teams that contribute to productive and cost-effective health and care services. Promotes autonomy and authorization and maintains a sense of optimism and confidence. Contributes to and leads senior teams.Enables others to take on leadership responsibilities, building high level leadership capability and capacity from a diverse range of backgrounds. Does not encourage others to contribute ideas Does not adopt a coll aborative approach 2. workings WITH OTHERS Effective leadership requires individuals to work with others in teams and networks to deliver and improve services. This requires them to demonstrate effectiveness in developing networks, building and maintaining relationships, promote contribution, and working within teams. Element 1 Own Practice/Immediate Team . 1 Developing Networks Identifies where working and cooperating with others can result in better services. Endeavours to work collaboratively. 2. 2 Building and Maintaining Relationships Communicates with and listens to others, recognising different perspectives. Empathises and takes into account the needs and feelings of others. Gains and maintains trust and support. 2. 3 Encouraging Contribution Seeks and acknowledges the views and input of others. Shows respect for the contributions and challenges of others. Leadership Framework A Summary 2. 4 Working within TeamsUnderstands roles, responsibilities and purpose within the team . Adopts a collaborative approach and see team decisions. Generic behaviours ascertained if individual is not yet demonstrating this domain Fails to network with others and/or allows relationships to deteriorate Fails to win the support and respect of others 3. MANAGING SERVICES Effective leadership requires individuals to focus on the success of the organisation(s) in which they work. This requires them to be effective in planning, managing resources, managing people and managing performance. Whole Service/Across Teams 3 Across Services/Wider shaping 4 Whole shaping/Wider Healthcare System Anticipates the impact of health trends and develops strategic plans that will have a significant impact on the organisation and wider healthcare system. Ensures strategic objectives are translated into operational plans. Strategically manages resources across the organisation and wider healthcare system. Element deeds collaboratively to develop business cases and service plans that support organisational objectives, appraising them in terms of benefits and risks.Leads service design and planning processes. Communicates and keeps others informed of strategic and operational plans, progress and outcomes. 1 Own Practice/Immediate Team 3. 1 Planning Contributes ideas to service plans, incorporating feedback from others including a diverse range of patients, service users and colleagues. 3. 2 Managing Resources Understands what resources are available and organises the appropriate type and level of resources required to deliver safe and efficient services. Identifies resource requirements associated with delivering services.Manages resources and takes action to ensure their effective and efficient use. Forecasts resource requirements associated with delivering complex services efficiently and effectively. Manages resources taking into account the impact of national and local policies and constraints. Motivates and coaches individuals and teams to strengthen their performa nce and assist them with developing their own capabilities and skills. Aligns individual development needs with service goals. Leadership Framework A Summary Provides others with clear purpose and direction.Helps others in developing their roles and responsibilities. whole kit with others to set and monitor performance standards, addressing areas where performance objectives are not achieved. Does not effectively manage and develop people Fails to identify and address performance issues 3. 3 Managing sight Supports others in delivering high quality services and excellence in health and care. Inspires and supports leaders to mobilise diverse teams that are move to and aligned with organisational values and goals. Engages with and influences senior leaders and key stakeholders to deliver joined up services. . 4 Managing Performance Uses information and data about performance to identify improvements which will strengthen services. Establishes rigorous performance measures. Holds self, individuals and teams to account for achieving performance standards. Challenges when service expectations are not being met and takes corrective action. Promotes an inclusive culture that enables people to perform to their best, ensuring that appropriate performance management systems are in place and that performance data is systematically evaluated and federal official into future plans.Generic behaviours spy if individual is not yet demonstrating this domain Disorganised or unstructured approach to planning Wastes resources or fails to monitor them effectively 15 16 2 Whole Service/Across Teams 3 Across Services/Wider placement 4 Whole Organisation/Wider Healthcare System Creates a culture that prioritises the health, safety and security of patients and service users. Delivers assurance that patient safety underpins policies, processes and systems. Reviews practice to improve standards of patient safety and minimise risk.Monitors the impact of service change on patient safety. Develops and maintains size up and risk management systems which will drive service improvement and patient safety. Engages with others to critically evaluate services and create ideas for improvements. Synthesises complex information to identify potential improvements to services. Identifies potential barriers to service improvement. Benchmarks the wider organisation against examples of best practice in healthcare and other sectors. Evaluates options for improving services in line with future advances.Acts as a positive role model for innovation. Encourages dialogue and debate in the development of new ideas with a wide range of people. Challenges colleagues opinion to find better and more effective ways of delivering services and quality. Accesses creativity and innovation from relevant individuals and groups. Drives a culture of innovation and improvement. Integrates radical and innovative approaches into strategic plans to make the NHS world manikin in the provision of healthcare services. Focuses self and others on achieving changes to systems and processes which will lead to im be services.Energises others to drive change that will improve health and care services. Actively manages the change process, drawing on models of effective change management. Recognises and addresses the impact of change on people and services. Inspires others to take bold action and make important advances in how services are delivered. Removes organisational obstacles to change and creates new structures and processes to facilitate transformation. Maintains the status quo and sticks with traditional outdated ways of doing things Fails to implement change or implements change for changes sake 4.IMPROVING SERVICES Effective leadership requires individuals to make a real difference to peoples health by delivering high quality services and by developing improvements to services. This requires them to demonstrate effectiveness in ensuring patient safety, critically eva luating, boost improvement and innovation and facilitating transformation. Element 1 Own Practice/Immediate Team 4. 1 Ensuring Patient Safety Puts the safety of patients and service users at the heart of their thinking in delivering and improving services. Takes action to report or rectify shortfalls in patient safety. . 2 Critically Evaluating Uses feedback from patients, carers and service users to contribute to healthcare improvements. Leadership Framework A Summary 4. 3 Encouraging Improvement and Innovation Questions established practices which do not add value. Puts forward creative suggestions to improve the quality of service provided. 4. 4 Facilitating fracture Articulates the need for changes to processes and systems, acknowledging the impact on people and services. Generic behaviours observed if individual is not yet demonstrating this domain Overlooks the need to put patients at the forefront of their thinking Does not question/evaluate current processes and practices 5. backdrop DIRECTION Effective leadership requires individuals to contribute to the strategy and aspirations of the organisation and act in a manner consistent with its values. This requires them to demonstrate effectiveness in identifying the contexts for change, applying knowledge and evidence, making decisions, and evaluating impact. 2 Whole Service/Across Teams 3 Across Services/Wider Organisation 4 Whole Organisation/Wider Healthcare System Synthesises knowledge from a broad range of sources.Identifies future challenges and imperatives that will create the need for change and move the organisation and the wider healthcare system in new directions. Influences the context for change in the best interests of services and service users. Uses knowledge, evidence and experience of national and international developments in health and social care to influence the future development of health and care services. Ensures that corporate decision-making is rigorous and takes account of the full range of factors impinging on the future direction of the organisation and the wider healthcare system.Can operate without all the facts. Takes unpopular decisions when in the best interests of health and care in the long term. Identifies gains which can be applied elsewhere in the organisation and incorporates these into operational/ business plans. Disseminates learning from changes which have been introduced. Synthesises learning arising from changes which have been introduced and incorporates these into strategic plans. Shares learning with the wider health and care community. Element Identifies the external and internal drivers of change and communicates the rationale for change to others.Actively seeks to learn about external factors which will impact on services. Interprets the essence of these for services and incorporates them into service plans and actions. 1 Own Practice/Immediate Team 5. 1 Identifying the Contexts for Change Understands the range of factors whi ch determine why changes are made. 5. 2 Applying Knowledge and licence Gathers data and information about aspects of the service, analyses evidence and uses this knowledge to suggest changes that will improve services in the future. Involves key people and groups in making decisions.Actively engages in formal and informal decision-making processes about the future of services. Obtains and analyses information about services and pathways to inform future direction. Supports and encourages others to use knowledge and evidence to inform decisions about the future of services. Understands the complex interdependencies across a range of services. Applies knowledge to set future direction. Leadership Framework A Summary Evaluates and embeds approaches and working methods which have proved to be effective into the working practices of teams and individuals. 5. 3 Making DecisionsConsults with others and contributes to decisions about the future direction/vision of their service. Remains ac countable for making timely decisions in complex situations. Modifies decisions and flexes direction when faced with new information or changing circumstances. 5. 4 Evaluating Impact Assesses the effects of change on service speech and patient outcomes. Makes recommendations for future improvements. Generic behaviours observed if individual is not yet demonstrating this domain Makes poor decisions about the future Fails to evaluate the impact of previous decisions and actions Unaware of political, social, technical, economic, organisational factors that impact on the future of the service/organisation Does not use an evidence-base for decision-making 17 18 ELEMENT DESCRIPTORS (see also page 11) 4 Whole Organisation/Wider Healthcare System Actively engages key stakeholders in creating a bold, innovative, shared vision which reflects the future needs and aspirations of the population and the future direction of healthcare. Thinks more often than not and aligns the vision to the NH S core values and the values of the wider healthcare system.Actively participates in and leads on debates about the future of health, wellbeing and related services. Manages political interests, balancing tensions between organisational aspirations and the wider environment. Shapes and influences local, regional and national health priorities and agendas. Clearly communicates the vision in a way that engages and empowers others. Uses fervor and postcode to inspire others and encourage joint willpower of the vision. Anticipates and constructively addresses challenge. Consistently displays passion for the vision and demonstrates personal commitment to it through their periodical actions.Uses personal credibility to act as a convincing advocate for the vision. Misses opportunities to communicate and share understanding of the vision with others Lacks enthusiasm and commitment for driving the vision 6. CREATING THE imaging Those in senior positional leadership roles create a comp elling vision for the future, and communicate this within and across organisations. This requires them to demonstrate effectiveness in developing the vision for the organisation, influencing the vision of the wider healthcare system, communicating the vision and embodying the vision.Element 6. 1 Developing the Vision for the Organisation Actively engage with colleagues and key influencers, including patients and public, about the future of the organisation Broadly scan and analyse the full range of factors that will impact upon the organisation, to create likely scenarios for its future Create a vision which is bold, innovative and reflects the core values of the NHS Continuously ensures that the organisations vision is compatible with future developments within the wider healthcare system . 2 Influencing Vision in the Wider Healthcare System Seek opportunities to engage in debate about the future of health and care related services Work in partnership with others in the healt hcare system to develop a shared vision Negotiate compromises in the interests of better patient services Influence key decision-makers who determine future government policy that impacts on the NHS and its services Leadership Framework A Summary 6. 3 Communicating the Vision Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which engages and inspires others Express the vision clearly, unambiguously and vigorously Ensure that stakeholders within and beyond the immediate organisation are aware of the vision and any likely impact it may have on them 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 Act as a role model, behaving in a manner which reflects the values and principles inherent in the vision Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision Challenge behaviours which are not consistent with the vision Identify symbols, rituals and routines within the organisation which are not consistent with the vision, and replace them with ones that are Generic behaviours observed if individual is not yet demonstrating this domain Does not involve others in creating and shaping the vision Does not align their vision with the wider health and care agenda 7. DELIVERING THE dodge Those in senior positional leadership roles deliver the strategic vision 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 them to demonstrate effectiveness in framing the strategy, developing the strategy, implementing the strategy, and embedding the strategy. ElementELEMENT DESCRIPTORS (see also page 12) 4 Whole Organisation/Wider Healthcare System Critically reviews relevant thinking, ideas and best practice and applies whole systems thinking in order to conceptualise a strategy in line with the vision. 7. 1 Framing the outline Take account of the culture, history and long term underlying issues for the organisation Use sound organisational guess to inform the development of strategy Identify best practice which can be applied to the organisation Identify strategic options which will deliver the organisations vision . 2 Developing the Strategy Engage with key individuals and groups to formulate strategic plans to meet the vision Strive to understand others agendas, motivations and drivers in order to develop strategy which is sustainable Create strategic plans which are challenging yet realistic and achievable Identify and mitigate uncertainties and risks associated with strategic choices Integrates the views of a broad range of stakeholders to develop a coherent, joined up and sustainable strategy.Assesses organisational readiness for change. Manages the risks, political sensitivities and environmental uncertainties in volved. Leadership Framework A Summary 7. 3 Implementing the Strategy Ensure that strategic plans are translated into practicable operational plans, identifying risks, critical success factors and evaluation measures Identify and strengthen organisational capabilities required to deliver the strategy Establish clear accountability for the delivery of all elements f the strategy, hold people to account and expect to be held to account themselves Respond quickly and decisively to developments which require a change in strategy Responds constructively to challenge. Puts systems, structures, processes, resources and plans in place to deliver the strategy. Establishes accountabilities and holds people in local, regional, and national structures to account for jointly delivering strategic and operational plans. Demonstrates flexibility when changes required. 7. 4 Embedding the Strategy Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and challenges, and to remain focused Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the wider healthcare system Establish a climate of transparency and trust where results are discussed openly Monitor and evaluate strategic outcomes, making adjustments to ensure sustainability of the strategy Enables and supports the conditions and culture needed to sustain changes integral to the successful delivery of the strategy.Keeps momentum alive by reinforcing key messages, monitoring progress and recognising where the strategy has been embraced by others. Evaluates outcomes and uses learnings to adapt strategic and operational plans. Generic behaviours observed if individual is not yet demonstrating this domain Absolves oneself of responsibility for holding others to account Fails to enable an organisational culture that embraces the strategy Does not align the strategy with local, national and/or wider health care system requirements Works to develop the strategy in isolation without input or feedback from others 19