The user guide explains how staff and line managers can use the NHS Leadership and Management Framework self-assessment to support reflection and meaningful conversations about development.
Guide for staff
This guide will help you complete and use the NHS Leadership and Management Framework self-assessment by showing you how to:
- understand the framework
- select the correct leadership and management stage for you
- complete the self-assessment
- understand your results
- use your results to plan development aims and activities
- repeat the self-assessment at the appropriate times
1. Understanding the framework
The NHS Leadership and Management Framework is intended to help you:
- understand what good leadership and management look like
- assess your current capability
- have development conversations with your manager
- identify where to focus your learning and development
The framework describes the behaviours, skills, and mindsets required at 5 stages of leadership and management in the NHS
- fundamentals: aspiring managers, early career professionals, or those in training. This stage outlines the basic knowledge needed of every leader and manager and supports those preparing for their first steps into a management or leadership position
- stage 1: new leaders and first-line manager – managers of individuals or small teams and day-to-day activities. This stage supports individuals in their first supervisory, leadership, or management role, typically with responsibility for one team or one set of activities
- stage 2: mid-level leaders and managers – leaders of multiple teams or services or manages operational performance. This stage supports individuals who have been operating as accountable leaders or managers for several years
- stage 3: senior-level leaders and managers – oversees large-scale services or departments, shapes strategy. This stage supports individuals who are delivering operationally and are accountable as a senior level manager
- stage 4: board-level leaders and managers – sets organisational vision, influences policy, accountable for system-wide outcomes. This stage supports individuals operating and accountable at the most senior level of their organisation
2. Choosing the right leadership and management stage
Choose the leadership and management stage that best reflects your current role. This will make your self-assessment more meaningful and better aligned to the work you do now and the people you support.
If you are unsure which stage to choose, review the ‘my stage’ section and discuss it with your line manager.
- select the stage that best represents your current work – rather than where you aspire to be
- focus on the stage you operate at most of the time, not your job title
Consider:
- the scale of your responsibility
- the people or teams you support
- the people you influence
- the complexity and scope of your decisions and actions
3. Completing the self-assessment
Once you have chosen your stage, you will complete an assessment against 27 competency statements across 3 key areas of leadership and management and 9 competency groups.
For each of the 27 statements, rate how consistently and effectively you demonstrate the behaviour expected at your chosen leadership and management stage.
The ratings are:
- Insufficient – I can’t do this without help.
- Essential – I can do parts of this but need guidance.
- Proficient – I can do most of this, with occasional help.
- Strong – I can do all this independently.
- Exemplary – I do this effectively and can support others to do this.
To complete the self-assessment as effectively as possible:
- be honest about the level you are at and as objective as you can be.
- use this tool to support your development – accuracy is far more valuable than a high score
- think of specific situations where you did or did not display the competency. You can put examples in the assessment tool or discuss them with your line manager when you go through your results together
- think about impact – consider what you did, and how it affected your actions, people, services and outcomes
- give yourself time – allow around 30 to 45 minutes to reflect properly
- assess the stage of the framework you are at, not your job title
- focus on competencies you demonstrate, not the description of your job or role
4. Understanding your results
Once completed, you will receive a report summarising your self-assessment results.
Review the report to identify:
- strengths: statements with higher ratings — competencies you demonstrate consistently and can build upon
- development areas: statements with lower ratings — areas to prioritise in your development planning
- recognised patterns: look across the assessment. Are strengths concentrated in a particular area? Are development needs mainly in a specific subject?
5. Using your results to plan development goals and actions
Sharing and discussing your completed self-assessment with your line manager will help you to:
- discuss the report and your reflections alongside your manager’s
- agree some key development goals
- work with your manager to plan your development objectives and identify learning opportunities
- revisit progress over time
6. When to repeat the self-assessment
Repeating the assessment ensures the framework competencies become embedded in your personal and professional development cycle. You are encouraged to repeat the self-assessment:
- every year, as part of your development review or appraisal process
- after completing key development activities and applying them in your role
- when preparing for a new role or progression
- following significant changes in your responsibilities
Regular reflection on the self-assessment will help you keep track of progress and update your learning and development plan.
Guide for line managers
Overview
The NHS Leadership and Management Framework sets out 5 stages of leadership and management and identifies the key competencies expected at each stage. Using the self-assessment in development conversations, reviews and appraisals can help staff to:
- understand where they fit within the framework (the relevant stage for the job that they do, rather than their role or job description)
- reflect on their current strengths and development needs
- plan meaningful career and personal development goals and build effective plans at the most appropriate stage for them
- Using the self-assessment can also help managers to:
- understand their role as a manager and team members’ career pathways
- apply consistent standards across staff
- help staff to take ownership of their development
Before supporting others, familiarise yourself with the self-assessment overview and the guidance for staff above.
Encourage staff to complete the self-assessment and make sure they have enough protected time and space to do it well. It should take around 30 to 45 minutes to complete.
Once a member of staff has completed the self-assessment, agree a suitable time to discuss it with them. This could be in a one-to-one meeting, a development conversation or as part of the appraisal process. The aim should be to help them understand their report and agree meaningful development goals and actions.
Key steps for managers supporting the self-assessment
Introduce the framework
You should take time to understand the 5 stages, apply them to your own team, and discuss with each team member which stage fits them.
Signpost staff to the ‘My stage’ section to guide them
If staff are unsure of their stage, encourage them to look at the ‘My stage’ section and:
- compare their role and responsibilities to the examples
- identify the best fit for their current responsibilities
Support self-assessment
Encourage staff to complete the self-assessment effectively by:
- reflecting honestly on their strengths and areas for development
- using specific examples from their role
Discuss the self-assessment with them
You can discuss the self-assessment report in a development conversation, a one-to-one or as part of the appraisal process. Focus the discussion on:
- reviewing the self-assessment report together
- sharing reflections and constructive feedback on strengths, as well as areas for development
- agreeing development goals linked to the framework competencies
- outlining a development plan and identifying learning opportunities
It may help to approach the discussion using a coaching approach. Ask open questions, use examples from their everyday practice to support constructive challenge, and allow time for reflection.
Document and follow up
- Make a note of the discussion and the agreed objectives and actions.
- If you are using this as part of an appraisal, make sure the appraisal documentation reflects this.
- Encourage ongoing reflection and use of the framework for career planning.
- Revisit progress at regular check-ins. Do not wait until the next appraisal or development review.