This stage supports individuals in their first supervisory, leadership, or management role, typically with responsibility for just one team or line of accountability. The competencies help new leaders and first-line managers understand what is expected of them as they begin to take responsibility for the work of others, in addition to their own.
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 personal productivity
I prioritise tasks effectively and make sure my team and I have the resources we need to deliver efficiently and on time.
Develop personal safety and wellbeing strategies
I manage my health and wellbeing. I set realistic goals and seek support when I need it.
Commit to continuing professional development
I continuously build skills and knowledge. I encourage participation in peer learning and development, sharing good practice and seeking feedback.
Communicating well
Communicate with clarity and purpose
I adapt how I communicate to suit the audience and situation – and ask for feedback to check people have understood.
Encourage open dialogue and feedback
I help colleagues and patients to speak up. I listen and follow up on what they say.
Influence, negotiate and manage upwards
I make sure people’s voices are heard and concerns are escalated, negotiating on their behalf if necessary.
Responsibility and integrity
Take accountability for my actions
I take responsibility for my actions and use feedback and self-reflection to help me improve how I act.
Be visible, transparent, and present
I help colleagues and patients to feel included. I share updates, listen to their views and interact with them openly and respectfully.
Manage with civility and compassion
I listen and respond to colleagues and patients’ concerns with interest, care, and professionalism.
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 help people feel involved. I recognise their strengths, encourage teamwork, celebrate success and share what we’ve learned.
Make sure people feel safe in the workplace
I make sure that everyone acts safely, feels safe to speak up, and can identify risks and safety training needs.
Manage challenges
I support colleagues in challenging situations – encouraging them to focus on what they can control during change or crisis.
Back to managing people and resources
Performance and delivery
Provide clear purpose, vision, and deliverables
I work with others to set team and individual objectives that are embedded into meaningful appraisals and aligned with organisational and national plans and objectives – so that everyone understands how their work fits into the bigger picture.
Manage and measure performance
I help colleagues succeed. I am clear about what’s expected and embed this into meaningful appraisals, giving support, guidance, and development opportunities – and address underperformance when necessary.
Manage conflict and sensitive conversations
I remain calm and respectful when managing difficult conversations. I balance openness with sensitivity and seek expert advice and support when needed.
Back to managing people and resources
Efficiency and effectiveness
Allocate and optimise the use of resources
I use resources effectively, delivering objectives, meeting financial targets and deadlines, and escalating risks.
Maximise outputs and get best value for public money
I demonstrate financial awareness. I use digital tools to spot savings and cut waste, making sure we stay within budget and givegood value for public money.
Use data, evidence and critical thinking
I help colleagues use data, evidence, digital tools, colleagues’ expertise, and their own judgement to make evidence-based decisions.
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 public
I respond to the needs, feedback and priorities of patients and colleagues to support safe, high quality services and improve people’s experiences.I respond to the needs, feedback and priorities of patients and colleagues to support safe, high quality services and improve people’s experiences
Personalise care
I help build the inclusive cultures and services needed to deliver equitable, personalised support and care, ensuring all people feel valued and heard.
Implement policies and ensure good governance
I make sure my team and I follow all relevant policies and procedures – and understand how they affect patient care.
Back to delivering across health and care
Innovation and improvement
Drive continuous improvement and innovation
I encourage colleagues to be curious and try out new ideas to improve how we work.
Transform through technology and innovation
I help others build their digital skills. I encourage them to take the time to try out and adopt new tools.
Support others through change
I support colleagues and patients through change, listening to their concerns and offering reassurance and information.
Back to delivering across health and care
Working collaboratively
Build relationships
I build and maintain relationships with colleagues and external partners, valuing diverse perspectives and encouraging collaboration.
Lead a collaborative team
I encourage teamwork and shared decision making, ensuring everyone has a chance to take part.
Share good practice
I regularly share lessons learned, offering practical advice to develop others and support team working.
Select a segment on the wheel to explore the competencies within that standard.