This stage outlines the essential competencies expected of every leader and manager who is accountable for operational delivery and the outcomes of others, regardless of their level of seniority or specific role.
It also supports employees preparing for their first steps into a management or leadership position by setting out the minimum standard and expectations for those managing or leading in healthcare settings.
Personal impact
These standards focus on personal capabilities and competencies that are required for leaders and managers do their jobs well in health and social care.
This includes being self-aware, understanding others’ feelings, and acting with honesty and integrity. The competencies help leaders and managers be effective, make fair decisions and model inclusive, compassionate leadership.
This focus area includes 3 sections:
Personal productivity and wellbeing
Prioritise for personal productivity
I make sure tasks align with my organisation’s goals. I prioritise urgent and important tasks and remove obstacles to delivery.
Develop personal safety and wellbeing strategies
I take responsibility for my health and wellbeing. I recognise its importance, and access support when I need it.
Commit to continuing professional development
I commit to personal development. I build my skills and knowledge through learning, feedback from others, and reflection.
Communicating well
Communicate with clarity and purpose
I communicate clearly and respectfully, using the right methods, data, and information for the situation.
Encourage open dialogue and feedback
I encourage open conversations by listening, sharing concerns, and asking for feedback for staff and their representatives.
Influence, negotiate and manage upwards
I influence others effectively. I use data, stories, expertise, and lived experience to gain support and achieve results. I engage trade union representatives proactively where appropriate.
Responsibility and integrity
Take accountability for my actions
I reflect on my actions, reactions, and biases – both conscious and unconscious – to better understand and manage their impact on myself and others.
Be visible, transparent, and present
I build trust. I share information openly and am approachable, honest, and collaborative.
Manage with civility and compassion
I am respectful, kind and civil and contribute to building a supportive working environment.
Managing people and resources
These competencies focus on the trust, support and shared purpose required to build strong teams that deliver safe, high-quality care.
They highlight the need to create safe and inclusive workplaces, help people develop by communicating with them clearly and honestly, and supporting professional growth.
The focus area includes 3 sections:
Building teams
Build engagement
I build trust and engagement. I am clear about what’s expected, recognise success and learn from what doesn’t go to plan.
Make sure people feel safe in the workplace
I assess the environment and identify and remove hazards. I report issues, concerns, and incidents –including near-misses – promptly.
Manage challenges
I deal with difficult situations calmly – listening carefully and asking for help and advice when I need it.
Back to managing people and resources
Performance and delivery
Provide clear purpose, vision, and deliverables
I set realistic goals aligned with organisational and national priorities – and make sure everyone knows how they can contribute.
Manage and measure performance
I support colleagues by providing regular constructive feedback, recognising good work and addressing performance issues promptly and compassionately.
Manage conflict and sensitive conversations
I handle sensitive conversationscalmly and respectfully and act quickly to reduce conflict. I listen to all parties and their representatives.
Back to managing people and resources
Efficiency and effectiveness
Allocate and optimise the use of resources
I know how important it is to make the best use of resources. I look for opportunities for improvement, digitalisation, and getting the best value for money.
Maximise outputs and get best value for public money
I demonstrate my understanding that I work in a publicly funded organisation and actively look for ways to save money, reduce waste and carbon emissions, and spend more wisely.
Use data, evidence and critical thinking
I use data, evidence and digital tools, and engage experts as needed to make better decisions and improve how we work.
Back to managing people and resources
Delivering across health and care
These competencies focus on keeping teams aligned with the values, strategic objectives, and regulations across the health and care system. They highlight the importance of strategic planning, working in partnership and, fair decision making and continuous improvement.
The focus area includes 3 sections:
Improving quality
Respond to safety concerns, needs and preferences across patients, staff and the publicRespond to safety concerns, needs and preferences across patients, staff and the public
I put patients first and report safety concerns and incidents.
Personalise care
I build trust with individuals and seek to understand their specific needs in order to ensure they get the best outcomes.
Implement policies and ensure good governance
I understand my organisation’s policies and procedures and use them to ensure best practice.
Back to delivering across health and care
Innovation and improvement
Drive continuous improvement and innovation
I test new approaches and use continuous improvement methods to solve problems.
Transform through technology and innovation
I build my digital skills by using new tools and thinking about how they can support my work and the services we provide.
Support others through change
I embrace organisational change and keep in regular contact with colleagues during change processes.
Back to delivering across health and care
Working collaboratively
Build relationships
I build good working relationships by treating people with respect and valuing their input and engaging with relevant organisations representing staff in partnership.
Lead a collaborative team
I work well with others by joining cross-team projects and building good relationships.
Share good practice
I seek out good practice and new ideas that will help me do my job better.
Select a segment on the wheel to explore the competancies within that standard.