Personal qualities
Personal qualities and values are at the core of the framework. The scale and complexity of the change agenda and the level of accountability means that NHS leaders need to draw deeply upon their personal qualities to see them through the demands of the job.
Self-belief
Outstanding leaders maintain a positive 'can do' sense of confidence which enables them to be shapers rather than followers, even in the face of opposition. This prime personal quality is built upon success and learning in a broad range of varied situations over time and situation.
Features of this quality include:
Relishing a challenge.
Being prepared to stand up and be counted.
Working beyond the call of duty, when this is required.
Speaking up if this is needed.
In doing so, their integrity and their motivation for service improvement will sustainble them.
Outstanding leaders maintain a positive 'can do' sense of confidence which enables them to be shapers rather than followers, even in the face of opposition. This prime personal quality is built upon success and learning in a broad range of varied situations over time and situation.
Features of this quality include:
Relishing a challenge.
Being prepared to stand up and be counted.
Working beyond the call of duty, when this is required.
Speaking up if this is needed.
In doing so, their integrity and their motivation for service improvement will sustainble them.
Self-awareness
Outstanding leaders have a high degree of self-awareness. They know their own strengths and limitations, and they use failure or misjudgment as an opportunity for learning plus observation.
Features of such quality included:
Being aware of their own emotions.
Being aware of their personal impact on others, particularly when they are under pressure as they have an understanding of the 'triggers' to which they are susceptible.
Outstanding leaders have a high degree of self-awareness. They know their own strengths and limitations, and they use failure or misjudgment as an opportunity for learning plus observation.
Features of such quality included:
Being aware of their own emotions.
Being aware of their personal impact on others, particularly when they are under pressure as they have an understanding of the 'triggers' to which they are susceptible.
Self-management
Outstanding leaders are able to pace themselves, staying for the long haul when necessary. Self-management, supported by emotional self awareness, enables them to regulate their behavior, even when provoked.
Features of this quality include:
Being tenacious and resilient in the face of difficulty.
Being able to cope with an increasingly complex environment - with the blurring of organizational boundaries and the requirement to work in partnership across the health and social care context.
Outstanding leaders are able to pace themselves, staying for the long haul when necessary. Self-management, supported by emotional self awareness, enables them to regulate their behavior, even when provoked.
Features of this quality include:
Being tenacious and resilient in the face of difficulty.
Being able to cope with an increasingly complex environment - with the blurring of organizational boundaries and the requirement to work in partnership across the health and social care context.
Drive for improvement
Outstanding leaders are motivated by wanting to make a real difference to people"s health by delivering a high quality service and by developing improvements to service.
Outstanding leaders are motivated by wanting to make a real difference to people"s health by delivering a high quality service and by developing improvements to service.
Features of this quality include:
A deep sense of vocation for public service driven by an identification with the needs of patients and service users.
A primary focus on achievement of goals for the greater good of others, and not the leaders own reputation.
Investing their energy in bringing about health improvements - even to the extent of wanting to leave a legacy which is about effective partnership, inter-agency working and community involvement.
Personal integrity
There is much at stake in leading health services. Outstanding leaders bring a sense of integrity to what they do that helps them to deliver to the best of their abilities.
A deep sense of vocation for public service driven by an identification with the needs of patients and service users.
A primary focus on achievement of goals for the greater good of others, and not the leaders own reputation.
Investing their energy in bringing about health improvements - even to the extent of wanting to leave a legacy which is about effective partnership, inter-agency working and community involvement.
Personal integrity
There is much at stake in leading health services. Outstanding leaders bring a sense of integrity to what they do that helps them to deliver to the best of their abilities.
Features of this quality include:
Believing in a set of key values borne out of broad experience of, and commitment to, the service which stands them in good stead, especially when they are under pressure. Insistence on openness and communication, motivated by values about inclusiveness and getting on with the job. Acting as a role model for public involvement and the dialogue that all staff, including the front line, need to have with service users. Resilience that enables them to push harder, when necessary, in the interests of developing or improving the service.
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Believing in a set of key values borne out of broad experience of, and commitment to, the service which stands them in good stead, especially when they are under pressure. Insistence on openness and communication, motivated by values about inclusiveness and getting on with the job. Acting as a role model for public involvement and the dialogue that all staff, including the front line, need to have with service users. Resilience that enables them to push harder, when necessary, in the interests of developing or improving the service.
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Setting direction
High performing leaders ACT NOW to figure and shape the future. They are motivated to take action to achieve a radically different future - one in which health services are truly integrated and focused on the needs of patients.
High performing leaders ACT NOW to figure and shape the future. They are motivated to take action to achieve a radically different future - one in which health services are truly integrated and focused on the needs of patients.
Seizing the future
Outstanding leaders maintain a positive 'can do' sense of confidence which enables them to be shapers rather than followers, even in the face of opposition. This prime personal quality is built upon success and learning in a broad range of varied situations over time.
Features of this quality include:
Being able to interpret the likely direction of changes in the health service and beyond - using their
Outstanding leaders maintain a positive 'can do' sense of confidence which enables them to be shapers rather than followers, even in the face of opposition. This prime personal quality is built upon success and learning in a broad range of varied situations over time.
Features of this quality include:
Being able to interpret the likely direction of changes in the health service and beyond - using their
political astuteness.
Using their insights into the broad strategic direction of health and social care to help shape and implement the approaches and culture in their organisation, and to influence developments across the wider health and social care context.
Underpinning their vision and action with a strong focus on local needs.
Being prepared to undertake transformational, rather than just incremental, change where this will achieve service improvement.
Using their insights into the broad strategic direction of health and social care to help shape and implement the approaches and culture in their organisation, and to influence developments across the wider health and social care context.
Underpinning their vision and action with a strong focus on local needs.
Being prepared to undertake transformational, rather than just incremental, change where this will achieve service improvement.
* Intellectual flexibilit
High performing leaders are quickly able to assess a situation and to draw pragmatic conclusions. They are able to switch between the significant detail and the big picture to shape a vision - for their own service, organisation or across the wider health context.
Features of this quality include:
Being receptive to fresh insights and perspectives from diverse sources, both internal and external to the organisation (driven by their values of inclusiveness and service improvement).
Understanding that change may have to be radical to achieve health improvement.
Being open to innovative thinking and encouraging creativity and experimentation in others too.
High performing leaders are quickly able to assess a situation and to draw pragmatic conclusions. They are able to switch between the significant detail and the big picture to shape a vision - for their own service, organisation or across the wider health context.
Features of this quality include:
Being receptive to fresh insights and perspectives from diverse sources, both internal and external to the organisation (driven by their values of inclusiveness and service improvement).
Understanding that change may have to be radical to achieve health improvement.
Being open to innovative thinking and encouraging creativity and experimentation in others too.
* Broad scanning
High performing leaders in the health service demonstrate high levels of seeking and networking for information. By keeping abreast of developments, both locally and nationally, they are best positioned to shape the vision for a service or organisation as well as understand how to influence others.
Features of this quality include:
Making it a priority to know about how services are being delivered and what the experience is of patients and users on the ground.
Being persistent in getting the key facts of a situation.
Having systematic ways of informing themselves about key developments.
Political astuteness
Outstanding leaders demonstrate a political astuteness about what can and cannot be done in how they set targets and identify service improvements.
Features of this quality include:
Understanding the climate and culture in their own organization and in the wider health and social care environment.
Knowing who the key influencers are - both internally and externally to the organization - and how to go about involving them, as required.
Being attuned to health strategy and policy at a national and local level and being able to plan a way ahead that takes account of these strategies.
Understanding that the role of leader in the health service is now broader than simply being responsible for one organization and that no one organization in the health service can be 'stand alone'.
Drive for results
High performing leaders are motivated to transform the services for patients and therefore to improve quality. The Personal qualities at the core of the framework provide the energy and the sheer determination which fuel Drive for results.
Features of this quality include:
Setting ambitious targets which may exceed the minimum standard required and taking calculated risks - all with the aim of delivering added value to the service.
Focusing their own, and others', energy on what really makes a difference, rather than being constrained by methods which were used in the past.
Actively seeking out opportunities to improve delivery of service through partnership and new ways of working.
High performing leaders in the health service demonstrate high levels of seeking and networking for information. By keeping abreast of developments, both locally and nationally, they are best positioned to shape the vision for a service or organisation as well as understand how to influence others.
Features of this quality include:
Making it a priority to know about how services are being delivered and what the experience is of patients and users on the ground.
Being persistent in getting the key facts of a situation.
Having systematic ways of informing themselves about key developments.
Political astuteness
Outstanding leaders demonstrate a political astuteness about what can and cannot be done in how they set targets and identify service improvements.
Features of this quality include:
Understanding the climate and culture in their own organization and in the wider health and social care environment.
Knowing who the key influencers are - both internally and externally to the organization - and how to go about involving them, as required.
Being attuned to health strategy and policy at a national and local level and being able to plan a way ahead that takes account of these strategies.
Understanding that the role of leader in the health service is now broader than simply being responsible for one organization and that no one organization in the health service can be 'stand alone'.
Drive for results
High performing leaders are motivated to transform the services for patients and therefore to improve quality. The Personal qualities at the core of the framework provide the energy and the sheer determination which fuel Drive for results.
Features of this quality include:
Setting ambitious targets which may exceed the minimum standard required and taking calculated risks - all with the aim of delivering added value to the service.
Focusing their own, and others', energy on what really makes a difference, rather than being constrained by methods which were used in the past.
Actively seeking out opportunities to improve delivery of service through partnership and new ways of working.
* Delivering the service
High performing leaders provide leadership across the organisation as well as the wider range of health and social care context to make things happen to deliver service results. They use a range of styles which challenge traditional organisational boundaries and ways of working and emphasise integration and partnership. The very best of these leaders at senior levels also help to shape national policy.
Leading change through people
Outstanding leaders are focused on articulating the vision with compelling clarity. They keep up the focus on change by reiterating the modernisation message and also through inspiring others to be positive in their support of service improvement.
Features of this quality include:
Gaining the support of others by ensuring that they understand the reasons behind the change.
Sharing leadership - with the team and others in the organisation and in partner organisations.
Encouraging others, especially front line staff, to find new ways of delivering and developing services and to take the lead in implementation of change.
Demonstrating a highly visible, authoritative and democratic leadership style which is underpinned by strongly held values around equality, diversity and openness.
Taking a collaborative or facilitative approach in working in partnership with diverse groups.
Enabling teams, within the organisation and across the health community, to work effectively together. Helping to unblock obstacles, identifying and securing resources, and taking care of teams and the individuals within them.
High performing leaders provide leadership across the organisation as well as the wider range of health and social care context to make things happen to deliver service results. They use a range of styles which challenge traditional organisational boundaries and ways of working and emphasise integration and partnership. The very best of these leaders at senior levels also help to shape national policy.
Leading change through people
Outstanding leaders are focused on articulating the vision with compelling clarity. They keep up the focus on change by reiterating the modernisation message and also through inspiring others to be positive in their support of service improvement.
Features of this quality include:
Gaining the support of others by ensuring that they understand the reasons behind the change.
Sharing leadership - with the team and others in the organisation and in partner organisations.
Encouraging others, especially front line staff, to find new ways of delivering and developing services and to take the lead in implementation of change.
Demonstrating a highly visible, authoritative and democratic leadership style which is underpinned by strongly held values around equality, diversity and openness.
Taking a collaborative or facilitative approach in working in partnership with diverse groups.
Enabling teams, within the organisation and across the health community, to work effectively together. Helping to unblock obstacles, identifying and securing resources, and taking care of teams and the individuals within them.
* Holding to account
Effective leaders have a strength of resolve that they can use in both holding others to account, as well as being held to account, for targets to which they have agreed.
Features of this quality include:
Setting clear targets and standards for performance and behaviours, ensuring the processes are in place to support individuals in achieving these standards.
Insisting upon improved performance if standards are slipping.
Creating a climate of support and accountability, rather than a climate of blame.
Holding people to account for what they have agreed to deliver.
Being prepared to be held to account by others for what they have contracted you to do as the leader.
Effective leaders have a strength of resolve that they can use in both holding others to account, as well as being held to account, for targets to which they have agreed.
Features of this quality include:
Setting clear targets and standards for performance and behaviours, ensuring the processes are in place to support individuals in achieving these standards.
Insisting upon improved performance if standards are slipping.
Creating a climate of support and accountability, rather than a climate of blame.
Holding people to account for what they have agreed to deliver.
Being prepared to be held to account by others for what they have contracted you to do as the leader.
* Empowering others
Outstanding leaders support the long-term capability of their own and other organisations that is essential for the future development of services by empowering others.
Features of this quality include:
Having the humility to work in the background, creating the space for others to take the lead on particular issues and to grow in confidence and capability.
Being able to spot potential and support the development of people across the organisation.
Taking personal responsibility for ensuring that diversity is respected and that there is genuine equality of opportunity.
Fostering the development of others across the health community so that health improvement and service development agendas can be created and owned by the communities themselves.
Engaging and involving users in service improvement.
Developing relationships with service users which are equal, open and honest, and modelling the power-sharing which is required if solutions are truly to be at the discretion of the patient.
Outstanding leaders support the long-term capability of their own and other organisations that is essential for the future development of services by empowering others.
Features of this quality include:
Having the humility to work in the background, creating the space for others to take the lead on particular issues and to grow in confidence and capability.
Being able to spot potential and support the development of people across the organisation.
Taking personal responsibility for ensuring that diversity is respected and that there is genuine equality of opportunity.
Fostering the development of others across the health community so that health improvement and service development agendas can be created and owned by the communities themselves.
Engaging and involving users in service improvement.
Developing relationships with service users which are equal, open and honest, and modelling the power-sharing which is required if solutions are truly to be at the discretion of the patient.
* Effective and strategic influencing
Leadership in the health service is characterised by an unusually high and complex level of influencing, which is seldom seen in leadership roles in other sectors. This particular quality runs through the whole framework; the most effective leaders make things happen by using particularly high levels of influencing.
Features of this quality include:
Getting results by working in partnership, within their organisation and with a wide range of other agencies and individuals over whom they have no formal authority.
Influencing relationships which are critical to achieving change in terms of service improvement.
Being able to cope with ambiguity, as organisations continue to change role and shape, and the agenda for change in health gathers pace.
Employing a range of influencing strategies - ones that will work for the long term and bring about change in modernising the health service.
Combining effective and strategic influencing effectively with empowering others, to ensure that the health agenda is driven and owned by local people, by staff throughout the organisation, and by other agencies.
Leadership in the health service is characterised by an unusually high and complex level of influencing, which is seldom seen in leadership roles in other sectors. This particular quality runs through the whole framework; the most effective leaders make things happen by using particularly high levels of influencing.
Features of this quality include:
Getting results by working in partnership, within their organisation and with a wide range of other agencies and individuals over whom they have no formal authority.
Influencing relationships which are critical to achieving change in terms of service improvement.
Being able to cope with ambiguity, as organisations continue to change role and shape, and the agenda for change in health gathers pace.
Employing a range of influencing strategies - ones that will work for the long term and bring about change in modernising the health service.
Combining effective and strategic influencing effectively with empowering others, to ensure that the health agenda is driven and owned by local people, by staff throughout the organisation, and by other agencies.
Leaders in the health service work with a wide range of internal and external stakeholders. Effective leaders understand that truly collaborative working is therefore essential.
Features of this quality include:
Ensuring that the strategy for health improvement, and the planning, development and provision of health services, are cohesive and 'joined up'.
Understanding and being sensitive to diverse viewpoints.
Striving to create the conditions for successful partnership working.
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