NHSLeadership Framework LeadershipFramework Summary PDF
NHSLeadership Framework LeadershipFramework Summary PDF
NHSLeadership Framework LeadershipFramework Summary PDF
Leadership Framework
A Summary
© 2011 NHS Leadership Academy. All rights reserved.
The Leadership Framework is published on behalf of the NHS Leadership Academy by NHS Institute for
Innovation 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 and
between NHS-funded organisations in England, Scotland, Wales and Northern Ireland staff, and their related
networks and officially contracted third parties. This includes the right to reproduce, distribute and transmit this
publication in any form and by any means, including e-mail, photocopying, microfilming, and recording. No other
use may be made of this publication or any part of it except with the prior written permission and application for
which should be in writing and addressed to the Director of Leadership (and marked ‘re. permissions’). Written
permission must always be obtained before any part of this publication is stored in a retrieval system of any
nature, or electronically. Reproduction and transmission of this publication must be accurate, must not be used in
any 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 part
of it is strictly prohibited. Doing an unauthorised act in relation to a copyright work may give rise to civil
liabilities and criminal prosecution.
The Clinical Leadership Competency Framework was created with the agreement of the NHS Institute for
Innovation and Improvement and the Academy of Medical Royal Colleges from the Medical Leadership
Competency Framework which was created, developed and is owned jointly by the NHS Institute 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
Leadership Competency Framework, 3rd edition, Coventry: NHS Institute for Innovation and Improvement.
© NHS Institute for Innovation and Improvement and Academy of Medical Royal Colleges 2010
The Leadership Framework
The Leadership Framework provides a consistent approach to leadership development for staff in health and care
irrespective of discipline, role or function, and represents the foundation of leadership behaviour that all staff
should aspire to. Fundamental to its development was a desire to build on existing leadership frameworks used
by 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 staff
and stakeholders has been undertaken, including those with a patient perspective and those involved in
healthcare 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 and
consistent approach to professional and leadership development, based on shared values and beliefs which
are 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 hold
designated 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 model
it emphasises the responsibility of all staff in demonstrating appropriate behaviours, in seeking to contribute
to 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 based
version can be found at www.leadershipacademy.nhs.uk/If
1
Department of Health (2010) The NHS Constitution: the NHS belongs to us all. The NHS Constitution can be accessed via
http://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 the
MLCF
3
Patient and Public Engagement, Department of Health (2009) Putting Patients at the Heart of Care: The Vision for Patient and Public
Engagement in Health and Social Care. www.dh.gov.uk/ppe
Stage 1 Own practice/immediate team - is about building personal relationships with patients and
colleagues, often working as part of a multi-disciplinary team. Staff need to recognise problems and work
with 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, recognising
problems and solving them. At this level, staff will need to be more conscious of the risks that their decisions
may pose for self and others for a successful outcome.
Stage 3 Across services/wider organisation - is about working across teams and departments within the
wider organisation. Staff will challenge the appropriateness of solutions to complex problems. The potential
risk 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 outside
traditional organisational boundaries that are sustainable and replicable. At this level leaders will be dealing
with multi-faceted problems and coming up with innovative solutions to those problems. They may lead at a
national/international level and would be required to participate in whole systems thinking, finding new ways
of working and leading transformational change. Their decisions may have significant impact on the
reputation of the NHS and outcomes and would be critical to the future of the NHS.
To assist users the full and web based version have a suite of indicators across a variety of work place
situations which illustrate the type of activity staff could be demonstrating relevant to each element and stage
as well as examples of behaviours if they are not.
Supporting tools
A self assessment and 360° feedback tool support the Leadership Framework; in addition an online
development module signposts development opportunities for each of the seven domains. The 360° is a
powerful 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, it
gives 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 learning
experiences, there is the LeAD e-learning resource which is available on the
National 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 also
available to specifically provide staff with clinically based examples in practice and learning and development
scenarios across the five core domains shared with the Leadership Framework.
A summary version of the Leadership Framework follows, which includes the domains, elements
and descriptors. Work-place indicators that demonstrate the practical application of the framework
at the four stages are included as tables in the back of the document. The examples in practice are
not included, however these are available in the full document as well as on the website
(www.leadershipacademy.nhs.uk/If).
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.
1. Recognise and articulate their own value and principles, understanding how these may differ from those of other individuals and
groups
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. 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. 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. 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 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.
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
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
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 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.
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
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
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
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.
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
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
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.
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 health
outcomes
4. Develop and communicate aspirations
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.
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.
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.
1. Communicate their ideas and enthusiasm about the future of the organisation and its services confidently and in a way which
engages 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 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.
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 with
ones that are.
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.
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
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
1. Ensure that strategic plans are translated into workable operational plans, identifying risks, critical success factors and evaluation
measures
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 to
account themselves
4. Respond quickly and decisively to developments which require a change in strategy
1. Support and inspire others responsible for delivering strategic and operational plans, helping them to overcome obstacles and
challenges, and to remain focused
2. Create a consultative organisational culture to support delivery of the strategy and to drive strategic change within the wider
healthcare 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
1.1 Developing Self Reflects on how factors such as own Appreciates the impact they have on Reflects on their interactions with a wide Uses sophisticated tools and sources to
Awareness values, prejudices and emotions influence others and the impact others have on and diverse range of individuals and continuously learn about their leadership
their judgement, behaviour and self belief. them. Routinely seeks feedback and groups from within and beyond their impact in the wider health and care
Uses feedback from appraisals and other adapts their behaviour appropriately. immediate service/organisation. community and improve their
sources to consider personal impact and Challenges and refreshes own values, effectiveness as a senior leader.
change behaviour. Understands personal beliefs, leadership styles and approaches. Understands how pressures associated
sources of stress. Overtly role models the giving and with carrying out a high profile role impact
receiving of feedback. on them and their performance.
1.2 Managing Yourself Plans and manages own time effectively Ensures that own work plans and Successfully manages a range of Remains focused on strategic goals when
and fulfils work requirements and priorities fit with the needs of others personal and organisational demands faced with competing and, at times,
commitments to a high standard, without involved in delivering services. and pressures. Demonstrates tenacity conflicting demands arising from differing
compromising own health and wellbeing. Demonstrates flexibility and sensitivity to and resilience. Overcomes setbacks priorities. Identifies where they need to
Remains calm and focused under pressure. service requirements and remains where goals cannot be achieved and personally get involved to achieve the
assertive in pursuing service goals. quickly refocuses. Is visible and most benefit for the organisation and
accessible to others. wider healthcare system.
1.3 Continuing Personal Takes responsibility for own personal Puts self forward for challenging Acts as an exemplar for others in Develops through systematically scanning
Development development and seeks opportunities for assignments and projects which will managing their continuous personal the external environment and exploring
learning. Strives to put learning into develop strengths and address development. Facilitates the leading edge thinking and best practice.
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2. WORKING 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, encouraging contribution, and working within teams.
1 2 3 4
Element Own Practice/Immediate Team Whole Service/Across Teams Across Services/Wider Organisation Whole Organisation/Wider
Healthcare System
2.1 Developing Networks Identifies where working and cooperating Uses networks to bring individuals and Identifies and builds effective networks Works across boundaries creating
with others can result in better services. groups together to share information with a range of influential stakeholders networks which facilitate high levels of
Endeavours to work collaboratively. and resources and to achieve goals. internal and external to the organisation. collaboration within and across
organisations and sectors.
2.2 Building and Maintaining Communicates with and listens to others, Builds and maintains relationships with a Builds and nurtures trusting relationships Builds and maintains sustainable strategic
Relationships recognising different perspectives. range of individuals involved in at all levels within and across services alliances across the system and other
Empathises and takes into account the delivering the service. Manages and organisational boundaries. sectors. Has high impact when interacting
needs and feelings of others. Gains and sensitivities between individuals and with others at all levels.
maintains trust and support. groups.
2.3 Encouraging Seeks and acknowledges the views and Creates a supportive environment which Integrates the contributions of a diverse Creates systems which encourage
Contribution input of others. Shows respect for the encourages others to express diverse range of stakeholders, being open and contribution throughout the organisation.
contributions and challenges of others. opinions and engage in decision- honest about the extent to which Invites contribution from different sectors
making. Constructively challenges contributions can be acted upon. to bring about improvements.
suggestions and reconciles conflicting
views.
2.4 Working within Teams Understands roles, responsibilities and Helps lead others towards common Takes on recognised positional leadership Contributes to and leads senior teams.
purpose within the team. Adopts a goals, providing clear objectives and roles within the organisation. Builds Enables others to take on leadership
collaborative approach and respects team offering appropriate support. Shows high performing inclusive teams that responsibilities, building high level
3.1 Planning Contributes ideas to service plans, Works collaboratively to develop Leads service design and planning Anticipates the impact of health trends
incorporating feedback from others - business cases and service plans that processes. Communicates and keeps and develops strategic plans that will have
including a diverse range of patients, support organisational objectives, others informed of strategic and a significant impact on the organisation
service users and colleagues. appraising them in terms of benefits and operational plans, progress and and wider healthcare system. Ensures
risks. outcomes. strategic objectives are translated into
operational plans.
3.2 Managing Resources Understands what resources are available Identifies resource requirements Forecasts resource requirements Strategically manages resources across the
and organises the appropriate type and associated with delivering services. associated with delivering complex organisation and wider healthcare system.
level of resources required to deliver safe Manages resources and takes action to services efficiently and effectively.
and efficient services. ensure their effective and efficient use. Manages resources taking into account
the impact of national and local policies
and constraints.
3.3 Managing People Supports others in delivering high quality Provides others with clear purpose and Motivates and coaches individuals and Inspires and supports leaders to mobilise
services and excellence in health and care. direction. Helps others in developing teams to strengthen their performance diverse teams that are committed to and
their roles and responsibilities. and assist them with developing their aligned with organisational values and
own capabilities and skills. Aligns goals. Engages with and influences senior
individual development needs with leaders and key stakeholders to deliver
service goals. joined up services.
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4. IMPROVING SERVICES
Effective leadership requires individuals to make a real difference to people’s health by delivering high quality services and by developing improvements to services. This requires
them to demonstrate effectiveness in ensuring patient safety, critically evaluating, encouraging improvement and innovation and facilitating transformation.
1 2 3 4
Element Own Practice/Immediate Team Whole Service/Across Teams Across Services/Wider Organisation Whole Organisation/Wider
Healthcare System
4.1 Ensuring Patient Puts the safety of patients and service Reviews practice to improve standards of Develops and maintains audit and risk Creates a culture that prioritises the
Safety users at the heart of their thinking in patient safety and minimise risk. management systems which will drive health, safety and security of patients and
delivering and improving services. Takes Monitors the impact of service change service improvement and patient safety. service users. Delivers assurance that
action to report or rectify shortfalls in on patient safety. patient safety underpins policies,
patient safety. processes and systems.
4.2 Critically Evaluating Uses feedback from patients, carers and Engages with others to critically evaluate Synthesises complex information to Benchmarks the wider organisation
service users to contribute to healthcare services and create ideas for identify potential improvements to against examples of best practice in
improvements. improvements. services. Identifies potential barriers to healthcare and other sectors. Evaluates
service improvement. options for improving services in line with
future advances.
4.3 Encouraging Questions established practices which do Acts as a positive role model for Challenges colleagues’ thinking to find Drives a culture of innovation and
Improvement and not add value. Puts forward creative innovation. Encourages dialogue and better and more effective ways of improvement. Integrates radical and
Innovation suggestions to improve the quality of debate in the development of new ideas delivering services and quality. Accesses innovative approaches into strategic plans
service provided. with a wide range of people. creativity and innovation from relevant to make the NHS world class in the
individuals and groups. provision of healthcare services.
5.1 Identifying the Understands the range of factors which Identifies the external and internal Actively seeks to learn about external Synthesises knowledge from a broad
Contexts for Change determine why changes are made. drivers of change and communicates the factors which will impact on services. range of sources. Identifies future
rationale for change to others. Interprets the meaning of these for challenges and imperatives that will create
services and incorporates them into the need for change and move the
service plans and actions. organisation and the wider healthcare
system in new directions. Influences the
context for change in the best interests of
services and service users.
5.2 Applying Knowledge and Gathers data and information about Obtains and analyses information about Understands the complex Uses knowledge, evidence and
Evidence aspects of the service, analyses evidence services and pathways to inform future interdependencies across a range of experience of national and international
and uses this knowledge to suggest direction. Supports and encourages services. Applies knowledge to set developments in health and social care to
changes that will improve services in the others to use knowledge and evidence future direction. influence the future development of
future. to inform decisions about the future of health and care services.
services.
5.3 Making Decisions Consults with others and contributes to Involves key people and groups in Remains accountable for making timely Ensures that corporate decision-making is
decisions about the future direction/vision making decisions. Actively engages in decisions in complex situations. Modifies rigorous and takes account of the full
of their service. formal and informal decision-making decisions and flexes direction when range of factors impinging on the future
processes about the future of services. faced with new information or changing direction of the organisation and the
circumstances. wider healthcare system. Can operate
without all the facts. Takes unpopular
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6. CREATING THE VISION
Those in senior positional leadership roles create a compelling 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 DESCRIPTORS 4
Element
(see also page 11) Whole Organisation/Wider Healthcare System
6.1 Developing the Vision • Actively engage with colleagues and key influencers, including patients and public, Actively engages key stakeholders in creating a bold, innovative, shared vision which
for the Organisation about the future of the organisation reflects the future needs and aspirations of the population and the future direction of
• Broadly scan and analyse the full range of factors that will impact upon the healthcare. Thinks broadly and aligns the vision to the NHS core values and the values of
organisation, to create likely scenarios for its future the wider healthcare system.
• Create a vision which is bold, innovative and reflects the core values of the NHS
• Continuously ensures that the organisation’s vision is compatible with future
developments within the wider healthcare system
6.2 Influencing Vision in the • Seek opportunities to engage in debate about the future of health and care related Actively participates in and leads on debates about the future of health, wellbeing and
Wider Healthcare System services related services. Manages political interests, balancing tensions between organisational
• Work in partnership with others in the healthcare system to develop a shared vision aspirations and the wider environment. Shapes and influences local, regional and
• Negotiate compromises in the interests of better patient services national health priorities and agendas.
• Influence key decision-makers who determine future government policy that impacts
on the NHS and its services
6.3 Communicating the • Communicate their ideas and enthusiasm about the future of the organisation and its Clearly communicates the vision in a way that engages and empowers others. Uses
Vision services confidently and in a way which engages and inspires others enthusiasm and energy to inspire others and encourage joint ownership of the vision.
• Express the vision clearly, unambiguously and vigorously Anticipates and constructively addresses challenge.
• Ensure that stakeholders within and beyond the immediate organisation are aware of
the vision and any likely impact it may have on them
6.4 Embodying the Vision • Act as a role model, behaving in a manner which reflects the values and principles Consistently displays passion for the vision and demonstrates personal commitment to it
inherent in the vision through their day-to-day actions. Uses personal credibility to act as a convincing
• Demonstrate confidence, self belief, tenacity and integrity in pursuing the vision advocate for 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
ELEMENT DESCRIPTORS 4
Element
(see also page 12) Whole Organisation/Wider Healthcare System
7.1 Framing the Strategy • Take account of the culture, history and long term underlying issues for the organisation Critically reviews relevant thinking, ideas and best practice and applies whole systems
• Use sound organisational theory to inform the development of strategy thinking in order to conceptualise a strategy in line with the vision.
• Identify best practice which can be applied to the organisation
• Identify strategic options which will deliver the organisation’s vision
7.2 Developing the Strategy • Engage with key individuals and groups to formulate strategic plans to meet the vision Integrates the views of a broad range of stakeholders to develop a coherent, joined up
• Strive to understand others’ agendas, motivations and drivers in order to develop and sustainable strategy. Assesses organisational readiness for change. Manages the
strategy which is sustainable risks, political sensitivities and environmental uncertainties involved.
• Create strategic plans which are challenging yet realistic and achievable
• Identify and mitigate uncertainties and risks associated with strategic choices
7.3 Implementing the • Ensure that strategic plans are translated into workable operational plans, identifying Responds constructively to challenge. Puts systems, structures, processes, resources and
Strategy risks, critical success factors and evaluation measures plans in place to deliver the strategy. Establishes accountabilities and holds people in
• Identify and strengthen organisational capabilities required to deliver the strategy local, regional, and national structures to account for jointly delivering strategic and
• Establish clear accountability for the delivery of all elements of the strategy, hold people operational plans. Demonstrates flexibility when changes required.
to account and expect to be held to account themselves
• Respond quickly and decisively to developments which require a change in strategy
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