Stage 3: senior-level leaders and managers
This stage supports individuals delivering operationally and accountable at a senior management level.
The competencies enable these established leaders to translate organisational strategy into action, lead larger or more complex areas, and influence across functions or systems.
Examples of people at stage 3
Assistant director of finance
You oversee all aspects of financial management functions at an acute trust. This includes, but is not limited to, monthly financial reporting, effective budgetary control, annual forecasting and longer-term planning. You also support the wider leadership team and deputise for the chief financial officer.
Primary care practice manager
You work with operational partners to drive expansion plans. Your aim is to establish operations across multiple locations and oversee the day-to-day operations. Given the significant amount of organisational change underway you want to find a new approach to leading people through change.
Information governance
You oversee information governance activities related to the shared electronic patient record across several sites of a large mental health trust. You develop joint controller agreements and lead the development of data protection impact assessments and reviews of policy. You would like to understand what you need to do to take the next step in your career.
Primary care operations lead
Your team prides itself on holding co-operative and collaborative relationships with providers. You are new to the NHS although you have plenty of healthcare experience from abroad.
Specialist doctor in dermatology
You run adult and paediatric outpatient clinics for routine and urgent dermatology services. You carry out minor operations for outpatients and participate in the multi-disciplinary team. You teach, train and supervise junior medical staff. You are passionate about service improvement.
How the framework supports you
Stage 3 helps you:
- seek support to address learning needs
- support direct reports to have meaningful conversations around development
- understand the expectations of the current stage, the stages of those who report to you and what you and colleagues require to pursue next stages in the framework
- leverage specific areas of priority to provide tailored support – for example learning from speaking up experiences or service improvement