LEADERSHIP & MANAGEMENT DEVELOPMENT FRAMEWORK
Delivering Transformation, Quality Improvement & High Performance through Great Leadership, Management and Staff Engagement
The NHS needs great leaders and managers!
Recent failings and the scale of transformation and change requires a rethink to our approach, the style of leadership and the way we manage people to ensure they remain motivated and engaged through turbulence and change.
Recent reports from the King’s Fund highlight the need for ‘Collective Leadership’[1] and ‘Medical Engagement’[2], these building upon previous work and publications, ‘No more Heroes’[3] and ‘Leadership & Engagement for Improvement’[4]. All four of these reports emphasise the need for and value of highly effective, collaborative, distributed and engaging leadership to drive forward quality, safe, compassionate and effective services.
Common themes from the latest thinking that has emerged include the need to focus on creating cultures that:
· Reinforce and sustain visions of continually improving high quality, compassionate care
· Establish clear, challenging, measurable priorities for all staff throughout the organisation
· Ensure staff are respected, valued and supported
· Build team, inter-team and inter-organisational working
· Ensure continual learning and quality improvement at every level and in every area
· Encourage people to accept responsibility for outcomes and to view errors or failures as opportunities for learning and innovation
· Encourage high levels of staff engagement and ensure collaboration across professional and organisational boundaries
It is recognised that medical engagement is fundamental and needs to be a priority to ensure medics are involved in decision making and formal leadership roles to include involvement in the running of operational services.
Fundamental to effective leadership and management is the opportunity for those in leadership and management roles to be supported with development to ensure the appropriate skills, knowledge, behaviours and confidence can be acquired and sustained. This Leadership & Management Development Framework reflects the commitments and ambition in the Trust’s Organisational Development to build a strong leadership approach which has a focus on enhancing the cultures described above.
Why do we need a framework?
• To help ensure our development offering meets the needs of the organisation
• To clarify understanding of what we mean by good leadership & management
• To SIMPLY explain what development is available and its relevance to different levels of leadership responsibility
What are we aiming to achieve?
To develop a culture of strong leadership and effective management that delivers safe, high quality, and compassionate care through staff who feel engaged, are empowered and expected to perform to high standards in line with our core values.
• Engaged – the degree to which staff are willing to learn and perform to achieve organisational goals
• Empowered – the degree to which staff feel able to make decisions and solve problems
• High Performance – the standards that we expect, deliver and maintain
All of this is underpinned by the Trust’s three core values,
People who use our services are at the centre of everything we do
We value our staff
Our partnerships are important to us
The Trust’s ‘Living our Values’ Behaviour Framework describes how these core values can be practiced by everyone in the organisation and lived everyday through all that we do.
In developing our culture we need to be clear about our expectations of all in leadership roles. The NHS Leadership Model exists to help those who work in health and care understand how to become better leaders, and is complimented by our own set of leadership values. Both are outlined later in this document.
Pages 3 & 4 of the Framework provide an overview to help inform understanding about the development programmes and opportunities available through the organisation or via NHS Leadership Academy or regional programmes and how these align with the key levels of leadership & management responsibility.
Page 5 outlines the key behaviours underpinning our three core organisational values relevant to all levels of employee, and our own Trust specific leadership values. These are minimum standards expected. The NHS Leadership Model is included as the overarching model for leadership and management standards to which all NHS leaders and managers should aspire.
Page 6 provides an overview of the key functional responsibilities for each level of managerial or leadership role. These are based on national occupational standards.
2
Leadership & Management Development Programmes
(Formal awards and qualifications in italics)
Indicative AfC pay band / Role Description / Development Programmes & Opportunities in-house. / External Development Programmes* denotes fee payable
Supervisor / 3-5 / Supervisors, team leaders and those new to or aspiring to a leadership or management role / First Line Manager Programme
(Level 3 Award in Leadership & Management)
Personal Mentoring. Access mentor database at https://mentoring.sssft.nhs.uk/database/ / Frontline Nursing & Midwifery programme
Web link: Frontline
National Programme: Edward Jenner Leadership Foundation Programme (e-learning)
(NHS Leadership Academy Award in Leadership Foundations)
Web link: The Edward Jenner programme
Supervisors and First level Leaders & Managers / 5-6 / Supervisors, team leaders and those new to or aspiring to management.
Includes doctors (e.g. Higher Specialist Trainees) and clinicians with no previous leadership development / Coaching Conversations (New for 2016)
Personal Mentoring.
https://mentoring.sssft.nhs.uk/database/ / National Programme: Edward Jenner Leadership Foundation Programme (e-learning)
(NHS Leadership Academy Award in Leadership Foundations)
Web link: The Edward Jenner programme
Keel University Leadership Development Programme for Clinicians – Foundation*
First Level Leaders & Managers / 6-7 / Team Leaders, first Line managers,
Includes doctors (e.g. Higher Specialist Trainees, SAS doctors, & Consultants) and clinicians with limited previous leadership development. / Management Essentials Programme
ILM Level 5 Certificate in Leadership & Management
Leadership & Team Working Programme (Aston)
Coaching Conversations (New for 2016)
Personal Mentoring. Access mentor database at
https://mentoring.sssft.nhs.uk/database/
1-1 coaching
360 Leadership Feedback
Chief Executive Leadership Engagement Session / Keel University Leadership Development Programme for Clinicians – Advanced*
Graduate Certificate (Level 6) in Managing Health & Social Care *
National Programme: Frontline Leadership Programme (Nurses only)
Web link: Frontline nursing and midwifery programme
HEWM Leadership programmes (various)
HEWM Leadership for Equality (for BME staff)
HEWM web link: http://wm.hee.nhs.uk/leadership/
Level / Indicative pay band / Role Description / Development Programmes & Opportunities in-house * denotes fee / External Development Programmes
* denotes fee
Middle Level Leaders & Managers / 7- 8 / Area Managers, Second line Managers, Multiple Team Managers
(2-3 years experience of operational management)
Includes more senior doctors (e.g Higher Specialist Trainees, SAS doctors and Consultants) and clinicians / Management Coaching & Mentoring
(ILM Level 5 Certificate in Coaching & Mentoring)
Leading Quality Improvement Systems (run by Performance Team)
Master Classes – various topics
1-1 Coaching
360 Leadership Feedback
Chief Executive Leadership Engagement sessions / National Programme: Mary Seacole* –Leading Care 1 (Post Graduate Certificate in Healthcare Leadership)
Web link: The Mary Seacole programme
National Programme: Ready Now – for aspiring BME leaders
Web link: Ready Now
HEWM Level 5 Coaching & Mentoring
HEWM Leadership for Equality (for BME staff)
HEWM Leadership MasterClasses
HEWM Web link: http://wm.hee.nhs.uk/leadership/
Senior Level Leaders & Managers / 8-9 / Heads of Service and experienced leaders and managers working across multiple teams or services
Includes senior clinical and medical leaders (e.g. SAS & Consultants) / Master Classes – various topics
1-1 Coaching
360 Leadership Feedback
Trust Senior Leadership Forum / National Programme:Elizabeth Garrett Anderson* –
Leading Care 2 (Masters in Healthcare Leadership)
Web link: The Elizabeth Garrett Anderson programme
HEWM Aspiring Directors Programme
HEWM - Level 7 Coaching & Mentoring
HEWM web link: http://wm.hee.nhs.uk/leadership/
Strategic Leaders / 9 + / Directors and very senior managers working at an executive level
Includes very senior clinical and medical leaders / 360 Leadership Feedback
Bespoke Interventions with facilitated consultancy support / National Programme: Nye Bevan* –Leading Care 3 (NHS Leadership Academy Award in Executive Healthcare Leadership)
Web link: The Nye Bevan programme
National Programme: Intersect Systems Leadership Programme*
Web link: Intersect systems leadership programme
National Programme: The Director Programme*
Web link: The Director Programme
Executive Leaders / Executive/Board level leaders with the drive to be a powerful catalyst / Bespoke Interventions with facilitated consultancy support / National Programme: Intersect Systems Leadership Programme*
Web link: Intersect systems leadership programme
National Programme: The Director Programme*
Web link: The Director Programme
NHS Leadership Model
www.leadershipacademy.nhs.uk/leadershipmodel / SSSFT Leadership Values / SSSFT Core Behaviours
Inspiring Shared Purpose
Valuing a service ethos. Always curious about how to improve services. Behaving in a way that reflects the principles and values of the NHS
Leading with Care
Having the essential personal qualities for leaders in health and social care. Understanding the unique qualities and needs of a team. Providing a caring and safe environment.
Evaluating Information
Seeking out varied information. Using information to generate new ideas and make effective plans for improvement or change. Making evidence based decisions
Connecting our Service
Understanding how health and care services fit together and how different people, teams or organisations interconnect and interact
Sharing the Vision
Communicating a compelling and credible vision of the future in a way that makes it feel achievable and exciting
Engaging the Team
Involving individuals and demonstrating that their contributions and ideas are values and important for delivering outcomes and continuous improvements
Holding to Account
Agreeing clear performance goals and quality indicators
Supporting team s and individuals to take responsibility for results. Proving balanced feedback.
Developing Capability
Building capability to enable people to meet future challenges. Using a range of experiences as a vehicle for individual and organisational learning. Acting as a role model for personal development.
Influencing for Results
Deciding how to have a positive impact on other people. Building relationships to recognise other peoples passions and concerns. Using interpersonal and organisational understanding to persuade and build collaboration. / Open, honest communication
Always approachable and communicates openly, honestly and empathetically ensuring messages are framed in the right way to be appropriately understood by the people receiving them
Integrity
a genuine and authentic leader who is trusted by all and can be relied upon to do the right thing
Emotionally intelligent
Is self-aware and can understand, use and regulate own emotions as well as perceive the emotions in others to help build positive relationships and outcomes
Empowering
Ensures others are clear about their roles, responsibilities , objectives and boundaries of authority, are trusted and have the power to make decisions and act
Valuing & nurturing others
Appreciates each person’s contribution and treats fairly with respect. Supports, encourages and develops each person to help them achieve their potential.
Visionary
Having a clear sense of purpose and future direction and can inspire or build commitment in others / Respect
Show respect to everyone with whom you interact, ensuring service users and carers are respected for their individuality, that you respect your colleagues and managers at all levels, and recognise and embrace the value and contribution of others
Honest & Trustworthy
Adhere to any relevant job or professional standards and at all times demonstrate that you are honest and trustworthy
Caring & Compassionate
Be committed to and show respect and empathy for your service users or colleagues and undertake your duties in a caring and compassionate way at all times
Time to Talk & Listen
Take the time to talk and listen, remember that if you only have time to say a few words, make them positive – make them count
Working Together
Work together to help to break down barriers to effective service delivery, contribute to and participate in the development of your service, leading by example and helping your colleagues to feel valued and supported / Indicative pay band / Role Description / Development Programmes & Opportunities in-house * denotes fee payable / External Development Programmes* denotes fee payable
Key Leadership & Management Functional Responsibilities (assumes incremental responsibility)
Team Leader / Middle Manager (cont)· Develop & manage yourself as a team leader
· Provide leadership to inspire your team to perform
· Encourage innovation and new ideas
· Plan and monitor work
· Support development of team members
· Lead/contribute to effective team working
· Ensure performance standards are maintained
· Monitor & maintain health, safety & security
· Ensure effective two way communication
· Take effective decisions
· Resolve customer service problems / · Manage, monitor, analyse and use data and information to ensure quality & improve services Manage financial resources
· Procure goods and services
· Manage a programme of projects
· Manage business/operational processes
· Build effective relationships with partner & stakeholder organisations
· Build understanding of stakeholder and client needs and requirements
· Manage the development and marketing of services
· Prepare and present new business/service development cases
· Manage governance & risks to ensure patient safety
First Line Manager / Senior Manager
· Manage yourself and your professional development
· Lead effective team working
· Clarify team goals & objectives
· Promote equality, diversity & inclusion
· Plan and implement change
· Recruit, select and induct new staff
· Encourage staff and manage their performance inc formal procedures
· Enable development of team members
· Manage conflict & stress in the workplace
· Lead & participate in meetings effectively
· Monitor financial expenditure
· Manage health and safety
· Manage physical resources
· Ensure patient safety, monitor & resolve customer service problems
· Manage a project
· Manage quality and service improvement / · Map the environment in which the organisation operates
· Lead strategy and policy development & implementation
· Role model effective leadership to develop organisational culture
· Ensure compliance with legal, regulatory, ethical and social requirements
· Encourage creativity & innovation
· Lead innovation and change
· Development and implement workforce plans
· Build and sustain collaborative relationships with other organisations
· Make a financial case
· Critically evaluate for service improvement
· Manage significant/multiple projects
Middle Manager / Strategic Manager/Executive Leader
· Continually develop your leadership style & personal networks
· Lead the development and implementation of operational plans
· Lead & coach first line managers for effective performance
· Lead, plan and implement transformation and change / · Develop as an executive manager/reflective leader
· Develop and promote excellence in operations
· Make informed decisions and manage organisational risk
· Design and implement corporate policy and strategy
· Build commitment to corporate vision and values
For further information on in-house programmes & opportunities visit website at http://hrode.sssft.nhs.uk/hrode-services/learning-and-development/your-personal-development/leadership-management or contact Theresa Shaw, Head of Learning & Leadership Development on or tel: 01785 257888 ext 8925