This stage supports individuals operating and accountable at the most senior level of their organisation, including executive directors, non-executive directors and board members. The competencies enable these leaders to set or oversee strategic direction and vision, shape organisational culture, and collaborate with peers and stakeholders to deliver national and ministerial priorities.
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 champion a strategic approach to prioritising work and resources to drive sustainable and efficient improvement.
Develop personal safety and wellbeing strategies
I make sure our culture, policies and leadership practices support physical and psychological health and wellbeing for everyone.
Commit to continuing professional development
I support regular reflection on leadership practices – by myself and others – to help us understand what’s working and what could be improved. I assess the organisational impact of learning and development initiatives and help build a culture that supports learning and improvement.
Communicating well
Communicate with clarity and purpose
I communicate complex information in a way that everyone can understand and build a culture of effective and inclusive communication across the organisation.
Encourage open dialogue and feedback
I promote a culture of open communication and ‘speaking up’ across the organisation, embedding accountability at all levels.
Influence, negotiate and manage upwards
I am an advocate for my organisation using evidence to influence local, national, and political decision makers.
Responsibility and integrity
Take accountability for my actions
I shape the organisation’s culture and use up-to-date knowledge and insight to embed inclusivity and ethical approaches into policies, processes and practice.
Be visible, transparent, and present
I model being visible and transparent, keep colleagues and stakeholders well-informed through regular communication and explain the rationale for decisions.
Manage with civility and compassion
I promote a workplace culture that is kind and respectful, where people thrive and enjoy coming to work and the quality of services improves.
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 promote an inclusive culture, helping people apply their different skills, expertise and perspectives effectively. I help attract and retain talent by celebrating our successes.
Make sure people feel safe in the workplace
I build a learning culture that puts safety first, takes whistleblowing seriously, and prioritises safe workplaces and practices at all times.
Manage challenges
I navigate organisational and national challenges – identifying and tackling the risks proactively, communicating clearly, and building a resilient, ‘can-do’ culture.
Back to managing people and resources
Performance and delivery
Provide clear purpose, vision, and deliverables
I work with senior leaders across the sector to build a shared vision and purpose, providing innovative plans with clear goals and outcome measures.
Manage and measure performance
I establish a high-performance culture and align appraisal and performance management approaches across the organisation, ensuring they support fair, equitable and transparent processes for all.
Manage conflict and sensitive conversations
I build a culture of open, honest, and respectful communication, making sure we follow good HR good practice and policies.
Back to managing people and resources
Efficiency and effectiveness
Allocate and optimise the use of resources
I ensure we have robust and adaptable governance in place to mitigate and manage risk, break down financial silos, and support efficient and long-term environmentally sustainable delivery across the system.
Maximise outputs and get best value for public money
I set the strategy for managing public money and make sure we have the financial controls, governance and accountability we need to deliver value for money and long-term sustainability.
Use data, evidence and critical thinking
I ensure evidence-driven strategies are embedded at all levels to improve decision-making and to future proof high quality services.
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 lead the organisation in building an informed patient-centric culture, where safety is paramount,patient needs and preferences are always considered in decision-making.
Personalise care
I make a strategic commitment to building a culture of accountability focused on equity, efficiency and consistently high-quality personalised support and care.
Implement policies and ensure good governance
I set the strategic direction for governance, compliance and policy within my organisation, making sure everything we put in place is fit for purpose and helps improve patient care.
Back to delivering across health and care
Innovation and improvement
Drive continuous improvement and innovation
I champion improvement and innovation, and I support a ‘no blame’ culture that encourages experimentation.
Transform through technology and innovation
I lead digital change at an organisational and system level, driving innovation and better use of technology.
Support others through change
I set the strategic direction for organisational transformation, making sure we communicate this clearly and that it is aligned with national priorities.
Back to delivering across health and care
Working collaboratively
Build relationships
I co-create partnerships across health and care systems and communities, working with partners to solve problems, transform services, and make lasting improvements.
Lead a collaborative team
I create a collaborative leadership environment across health and care, supporting cross-system teamwork and a joint focus on delivering sustainable improvements for patients, staff, and the wider community.
Share good practice
I establish and maintain networks and communities to share ideas, celebrate innovation, and drive learning at scale.
Select a segment on the wheel to explore the competencies within that standard.