Leadership Development Framework. Developing leadership, wherever you are

Transcription

1 Leadership Developmet Framework Leadership Developmet Framework Developig leadership, wherever you are Jauary 2015

2 FOREWORD Chages to the structure ad culture of healthcare withi the UK mea there is a icreased focus o developig excellet leadership. This embeds the values of compassio ad care i order to improve patiet ad health outcomes. As a professio, the Royal Pharmaceutical Society (RPS) believes that pharmacists ad pharmaceutical scietists already make a strog cotributio to the delivery of improved healthcare, but the time is right to create a ew visio of pharmacists as leaders. Curret thikig is that leadership is ot reserved for the rare exceptioal perso 1 : every pre-registratio traiee, pharmacist ad pharmaceutical scietist i every pharmacy sector has the potetial to develop leadership attributes ad become a leader. Buildig these leadership behaviours ca ot oly aid persoal ad professioal developmet, but also esure the uique skills ad kowledge of pharmacists ad pharmaceutical scietists are optimised to improve the effectiveess of teams ad orgaisatios, quality of work ad, ultimately, improve patiet care ad outcomes. A cosistet approach to leadership across the professio is required i order to achieve this. The Leadership Developmet Framework (LDF) has bee created to provide uiform developmet of leadership behaviours for all pharmacists ad pharmaceutical scietists. The LDF outlies the leadership attributes to which all of the professio should aspire; it moves the professio beyod leadership competecies (the what to do of leadership) ito developig egagig leadership behaviours (the how to do of leadership) that ca help advace the professio. All of which will serve to embed pharmacy as a itegral compoet i the multidiscipliary care of patiets, public ad other professioals. This LDF mirrors the NHS Leadership Academy s Healthcare Leadership Model (HLM), curretly available for access by all staff workig i the NHS i Eglad or who cotribute to NHS services 2. The LDF exteds the reach of the HLM ito o-nhs pharmacy sectors throughout Great Britai (GB). Wider research ad extesive cosultatio of leadership behaviours outside of direct patiet-facig roles esures the HLM, ad thus the LDF, is equally applicable for all pharmacists ad pharmaceutical scietists, ot just those i patiet-facig roles. With the creatio of the RPS Faculty as a driver for the developmet of post-registratio professioal practice across GB, the LDF ca also be used whe completig the Leadership cluster of the Faculty portfolio. To assist RPS members with this, a Hadbook ad tools for use i practice are available o the leadership sectio of the RPS website. Every pharmacist ad pharmaceutical scietist i GB is urged to seize this opportuity to develop their leadership qualities for their ow persoal progress. I doig so, this ca help lead the professio ito a ew era for improved quality healthcare delivery. Take the lead ad make a differece so you ca become a better leader tomorrow ad a great leader i the future. DR CATHERINE DUGGAN PhD FRPharmS Director of Professioal Developmet ad Support FOREWORD 1 Chartered Istitute of Persoel ad Developmet. Research Isight. Egagig leadership. Creatig orgaisatios that maximise the potetial of their people. September Available at: 2 NHS Leadership Academy. Healthcare Leadership Model. The ie dimesios of leadership behaviour. Versio Available at: LEADERSHIP DEVELOPMENT FRAMEWORK 2

3 CONTENTS FOREWORD INTRODUCTION Purpose of the Framework Scope of the Framework Use of the Framework Resources Structure 5 CONTENTS 2.0 DEVELOPING LEADERSHIP WHEREVER YOU ARE WHO is the LDF for? WHAT is the LDF? WHY is the LDF eeded? WHEN to use the LDF? HOW to use the LDF? HOW is the LDF differet from the LCF? WHAT ext? Ifluecig the HLM LDF DOMAINS 8 Leadership domai 1: Ispirig shared purpose 9 Leadership domai 2: Leadig with care 10 Leadership domai 3: Evaluatig iformatio 11 Leadership domai 4: Coectig our service 12 Leadership domai 5: Sharig the visio 13 Leadership domai 6: Egagig the team 14 Leadership domai 7: Holdig to accout 15 Leadership domai 8: Developig capability 16 Leadership domai 9: Ifluecig for results LEADERSHIP DEVELOPMENT ACTION PLAN 18 APPENDIX 1 19 The Leadership Developmet Framework was created utilisig the NHS Leadership Academy s Healthcare Leadership Model. NHS Leadership Academy All rights reserved. LEADERSHIP DEVELOPMENT FRAMEWORK 3

4 1.0 INTRODUCTION 1.1 Purpose of the Framework As a professioal body, oe of the roles of the RPS is to develop professioal stadards ad Frameworks that are supportive, eablig ad challegig. A reewed focus o the developmet of excellet leadership is beig see cosistetly across all coutries withi GB. I Eglad, cocers raised by the Fracis Review of the failures of Mid-Staffordshire Foudatio Trust 1 ad the respose to that review, the report of the Natioal Advisory Group o the Safety of Patiets i Eglad (commoly kow as the Berwick Report 2 ), ad the crimialisatio ameds to the Health ad Social Care Act 3, allied to chages i the NHS structure i Eglad, has prompted a push to develop excellet leadership i healthcare. I Scotlad, the Healthcare Quality Strategy for the NHS puts leadership at all levels amog both cliical ad o-cliical staff as oe of the key foudatios for chage 4. This Framework is desiged to support every pre-registratio traiee, pharmacist ad pharmaceutical scietist i every pharmacy sector to develop leadership attributes ad become a leader. The Framework reflects the NHS Leadership Academy s Healthcare Leadership Model i use throughout the NHS i Eglad 5 (also beig adopted i Wales), ad is cosistet with NHS Scotlad s egagig leadership approach 6, 7. Therefore, this Framework is applicable across all pharmacy sectors throughout GB ad allows pharmacy to share a commoality of approach ad laguage with healthcare professioal peers. The Framework emphasises the collective resposibility of everyoe i pharmacy to seek to cotribute to the leadership process ad to develop ad empower the leadership capacity of colleagues. Leadership: The actio of leadig a group of people or a orgaisatio, or the ability to do this Oxford Dictioary 1.2 Scope of the Framework A cosistet approach to leadership across the professio is required for every pharmacist ad pharmaceutical scietist, irrespective of sector, settig, coutry or experiece. The Framework outlies the leadership behaviours to which every member of the professio should aspire for persoal ad professioal developmet ad to ehace the delivery of improved healthcare ad patiet outcomes. The Hadbook that accompaies the Framework provides further support i developig leadership behaviours ad outlies how the LDF ca be mapped agaist the Advaced Pharmacy Framework ad Foudatio Pharmacy Framework to demostrate advaced practice. Please ote that, while the RPS Leadership Competecy Framework for Pharmacy Professioals 2011 (LCF) remais i place for those members who have bee usig this Framework for their persoal developmet, the RPS ecourages members to switch to the LDF, as it better reflects curret thikig o leadership. 1.3 Use of the Framework The Framework provides: Patiets with a outlie of pharmacy leadership that embodies the values of compassio ad care i the delivery of improved services ad health outcomes. Pharmacists ad pharmaceutical scietists with a clear, o-hierarchical approach to the ie domais of leadership ad accompayig behaviours that foster improved pharmacy services ad quality of service. Chief Pharmacists*, Pharmacist Superitedets ad Employers a cosistet set of behaviours that they ca utilise for bechmarkig ad i improvig leadership abilities withi their orgaisatio ad team. The Pharmacy Team a Framework that allows them to collectively develop their leadership behaviours for the beefit of the team, their orgaisatio ad for patiets, cotributig to the delivery of optimised health outcomes. 1.0 INTRODUCTION LEADERSHIP DEVELOPMENT FRAMEWORK 4

5 1.4 Resources The Hadbook ad leadership pages of the RPS website cotai liks to valuable resources to assist i the implemetatio of the Framework as well as updates from the RPS o sharig best practice ad supportig local implemetatio. 1.5 Structure There are ie leadership domais, each of which comprises behaviours across a four-part scale: Essetial, Proficiet, Strog ad Exemplary. This is i lie with the RPS four stages of post-registratio professioal developmet: Foudatio, Advaced Stage 1, Advaced Stage II ad Mastery. The Framework provides a o-hierarchical approach to leadership, irrespective of disciplie, role, fuctio or seiority. A ewly qualified pharmacist may exhibit Mastery level leadership behaviours, while a seior pharmacist may oly have Foudatio level skills. While the domais are separate, there may be overlap betwee the differet sectios ad all are uderpied by persoal qualities. Although ot all domais will be relevat to a curret role, to ecourage ogoig leadership developmet it is recommeded that all ie domais are reviewed, with a specific focus o those domais that are most relevat to the idividual s situatio ad positio. 1.0 INTRODUCTION *The RPS recogises that orgaisatios across GB will have a rage of differet ames for the role of Director of Pharmacy, Chief Pharmacist or equivalet, for the purposes of this documet we will refer to Chief Pharmacist throughout, while uderstadig that systems differ across the atios. 1 Report of the Mid Staffordshire NHS Foudatio Trust Public Iquiry. February Natioal Advisory Group o the Safety of Patiets i Eglad. A promise to lear a commitmet to act. Improvig the safety of patiets i Eglad. August The Health ad Social Care Act (Regulated Activities) Regulatios. 6 November, No: The Healthcare Quality Strategy for NHSScotlad. The Scottish Govermet. May NHS Leadership Academy. Healthcare Leadership Model. The ie dimesios of leadership behaviour. Versio Available at: 6 NHSScotlad Leadership Qualities ad Behaviours Available at: 7 Developig quality through leadership. NHSScotlad Leadership Developmet Strategy. Jue Available at: LEADERSHIP DEVELOPMENT FRAMEWORK 5

6 2.0 DEVELOPING LEADERSHIP WHEREVER YOU ARE 2.1 WHO is the LDF for? Every pharmacist ad pharmaceutical scietist, whether i a formal leadership role or ot, ad at ay stage of their career, e.g. from pre-registratio traiees, idividuals leadig cliical/ professioal teams to those i seior roles with may years of experiece. 2.2 WHAT is the LDF? A outlie of the behaviours required to become a egagig leader. This is based upo the HLM, which distils extesive wider research o leadership i healthcare ad related services 1. The HLM categorises leadership ito ie domais, uderpied by persoal qualities, such as resiliece, self-awareess ad determiatio 2 : Ispirig shared purpose Leadig with care Evaluatig iformatio Coectig our service Sharig the visio Egagig the team Holdig to accout Developig capability Ifluecig for results. 2.3 WHY is the LDF eeded? To develop egagig pharmacists ad pharmaceutical scietists with leadership behaviours who take the iitiative to coect with colleagues to improve the quality of care ad systems. For the professio to demostrate effective leadership, this requires multiple leaders at all levels committed to improvig the delivery of the service they provide. Improved leadership behaviours ca have may beefits: At a idividual level: ecourages self-reflectio, idetifies areas for further developmet, aids career progressio At a local level: ehaces the effectiveess of a team, builds multi-discipliary team workig ad improves the services/process beig delivered At a atioal level: drives chage ad improvemet across healthcare ad orgaisatios, esures the professio takes a cosistet approach to leadership developmet that is aliged with other healthcare professioals ad stregthes the professio s reputatio ad stadig. 2.4 WHEN to use the LDF? At ay stage of a pharmacist or pharmaceutical scietist s career to guide thikig aroud idividual leadership behaviours. Whe creatig both self-directed ad staff persoal ad professioal developmet plas. I settig recruitmet criteria or educatioal stadards. Devisig traiig programmes ad materials. 2.0 DEVELOPING LEADERSHIP WHEREVER YOU ARE 1 Storey J, Holti R. Towards a ew model of leadership for the NHS. NHS Leadership Academy. Jue NHS Leadership Academy. Healthcare Leadership Model. The ie dimesios of leadership behaviour. Versio Available at: LEADERSHIP DEVELOPMENT FRAMEWORK 6

7 2.5 HOW to use the LDF? The leadership behaviours withi the LDF comprise a series of reflective questios to ecourage thikig aroud itetios ad motivatios, where behaviours are aalysed ad evaluated i order to modify future behaviours. There are ot simple yes or o resposes but aswers should be iformed by examples ad evidece from persoal experiece, past actios ad outcomes to iform future leadership practice. Oce completed, a persoalised Leadership Developmet Actio Pla ca be developed to determie ext steps. More details o backgroud iformatio, useful tools ad resources to help with assessmet ad traiig are provided i the Hadbook. 2.6 HOW is the LDF differet from the LCF? The RPS Leadership Competecy Framework for Pharmacy Professioals (LCF) is based o the NHS Leadership Framework. Although the NHS Leadership Framework remais available, it is o loger supported ad will be superseded by the HLM. Therefore, the RPS has elected to keep the LCF available for those who prefer to use this model, which is focused o the what to do i leadership. The LDF will become the primary documet for leadership behaviours ad the RPS would ecourage members, particularly those i the Faculty, to use the LDF as it reflects curret thikig o leadership ad is more reflective of how to make a differece through leadership. A guide o how the competecies of the LCF map to the behaviours of the LDF is icluded i the Hadbook. 2.7 WHAT ext? For idividuals: Review the behaviours outlied i the LDF ad reflect o how to aswer these. As the LDF behaviours mirror those outlied i the HLM, the RPS would ecourage pharmacists ad pharmaceutical scietists to complete the HLM s olie self-assessmet tool (see poit 2.8). A 360 degree feedback questioaire for the HLM is also available. These reports ca be used to iform the creatio of a Leadership Developmet Actio Pla, for job appraisals ad ca form part of the leadership cluster submissio for Faculty assessmet. More iformatio that may help whe reflectig o leadership ca be foud i the Hadbook. For metors/maagers/employers Ecourage idividuals to complete the HLM olie self-assessmet tool ad use the report to discuss future developmet, set goals, ad idetify traiig eeds. Work together to create a Leadership Developmet Actio Pla. For local groups Ecourage as may members to complete the HLM olie self-assessmet tool. For those i leadership positios a 360 degree assessmet is recommeded. Use the reports to discuss future developmet ad how this ca iform the creatio of a Leadership Developmet Actio Pla ad cosider the eed for fudig for specific leadership traiig. More iformatio o traiig sources ca be foud i the Hadbook. 2.8 Ifluecig the HLM The RPS actively ecourages pharmacists ad pharmaceutical scietists to complete the HLM self-assessmet tool as this will evolve over time i respose to the submissios made by all users, creatig a dyamic leadership tool. Pharmacists resposes will be used i future iteratios of the HLM, allowig bechmarkig of leadership skills agaist other pharmacists ad healthcare professioals. The self assessmet tool is freely available at: This provides a pdf summary report of leadership behaviours o the four-part scale raked agaist those that are importat agaist a idividual s role. This iteractive tool is free to access, oce registered for a free NHS Leadership Academy accout. A 360 degree feedback questioaire for the HLM is also available by visitig (please ote there is a charge for the 360 degree assessmet as the outcomes are fed back via traied facilitators). The RPS would ecourage members to sig up as traied facilitators to esure pharmacy s uique perspective is recogised ad iflueces future versios of this tool. 2.0 DEVELOPING LEADERSHIP WHEREVER YOU ARE LEADERSHIP DEVELOPMENT FRAMEWORK 7

8 3.0 LDF DOMAINS Research has show that all ie domais are importat i improvig leadership, but competece ad ability i each ca vary, therefore idividuals ca assess their stregths usig a four-level scale 1 : Essetial Proficiet Strog Exemplary Although the complexity of the behaviours icreases whe movig through the four levels, these are ot depedet o certai job bads. For example, a Foudatio stage pharmacist may have exemplary leadership skills, while a seior pharmacist may oly be proficiet. Similarly, leadership behaviours may be depedet o the situatio ad role. For example, a idividual may have strog leadership behaviours i some domais, with oly foudatio skills i others, but this may be appropriate for their role. The opposite is also true, a idividual may lack the strog leadership behaviours required for their positio, illustratig the eed for further developmet. Overall, these domais ad scales provide a guide ad matrix to allow idividuals to develop the leadership behaviours that are relevat to them ad that ca be further developed over time. The domais ad behaviours here ca be completed olie usig the HLM self assessmet tool, which gives a idicatio of curret leadership performace ad illustrates stregths ad areas of developmet. I additio to the four scales outlied above, the olie tool also allows a isufficiet respose to be registered. A reflectio ote ca be made to help with creatig a Leadership Developmet Actio Pla. 3.0 LDF DOMAINS 1 NHS Leadership Academy. Healthcare Leadership Model. The ie dimesios of leadership behaviour. Versio Available at: LEADERSHIP DEVELOPMENT FRAMEWORK 8

9 LEADERSHIP DOMAIN 1 INSPIRING SHARED PURPOSE What is it? Valuig a service ethos, curious about how to improve services ad care, behavig i a way that reflects the priciples ad values of the orgaisatio. Why is it importat? Leaders create a shared purpose for diverse idividuals doig differet work, ispirig them to believe i shared values so that they deliver beefits for patiets, their families ad the commuity. ESSENTIAL Stayig true to the orgaisatio s priciples ad values Do I act as a role model for belief i ad commitmet to the service? Do I focus o how what I do cotributes to ad affects patiet care or other service users? Do I eable colleagues to see the wider meaig i what they do? PROFICIENT Holdig to priciples ad values uder pressure Do I behave cosistetly ad make sure that others do so eve whe we are uder pressure? Do I ispire others i tough times by helpig them to focus o the value of their cotributio? Do I actively promote values of service i lie with the orgaisatio s priciples? STRONG Takig persoal risks to stad up for the shared purpose Do I have the self-cofidece to questio the way thigs are doe i my area of work? Do I have the resiliece to keep challegig others i the face of oppositio, or whe I have suffered a setback? Do I support my team or colleagues whe they challege the way thigs are doe? EXEMPLARY Makig courageous challeges for the beefit of the service Do I have the courage to challege beyod my remit eve whe it may ivolve cosiderable persoal risk? Do I take the iitiative ad resposibility to put thigs right outside my remit if I see others fearig to act? LEADERSHIP DOMAIN 1 INSPIRING SHARED PURPOSE Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 9

10 LEADERSHIP DOMAIN 2 LEADING WITH CARE What is it? Havig the essetial persoal qualities for leaders i healthcare, uderstadig the uique qualities ad eeds of a team, providig a carig, safe eviromet to eable everyoe to do their jobs effectively. ESSENTIAL Carig for the team Do I otice egative or usettlig emotios i the team ad act to put the situatio right? Do my actios demostrate that the health ad wellbeig of the team are importat to me? Do I carry out geuie acts of kidess for the team? PROFICIENT Recogisig uderlyig reasos for behaviour Do I uderstad the uderlyig reasos for my behaviour ad recogise how it affects my team? Ca I read others ad act with appropriate empathy, especially whe they are differet from me? Do I help my colleagues to make the coectio betwee the way they feel ad the quality of the service they provide? Why is it importat? Leaders uderstad the uderlyig emotios that affect their team, ad care for team members as idividuals, helpig them to maage usettlig feeligs so they ca focus their eergy o deliverig a great service that results i care for patiets ad other service users. STRONG Providig opportuities for mutual support Do I care for my ow physical ad metal wellbeig so that I create a positive atmosphere for the team ad service users? Do I help create the coditios that help my team provide mutual care ad support? Do I pay close attetio to what motivates idividuals i my team so that I ca chael their eergy so they deliver for service users? EXEMPLARY Spreadig a carig eviromet beyod my ow area Do I take positive actio to make sure other leaders are takig resposibility for the emotioal wellbeig of their teams? Do I share resposibility for colleagues emotioal wellbeig eve whe I may be juior to them? LEADERSHIP DOMAIN 2 LEADING WITH CARE Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 10

11 LEADERSHIP DOMAIN 3 EVALUATING INFORMATION What is it? Seekig out varied iformatio, usig iformatio to geerate ew ideas ad make effective plas for improvemet or chage, makig evidece-based decisios that respect differet perspectives ad meet the eeds of all service users. Why is it importat? Leaders are ope ad alert to iformatio, ivestigatig what is happeig ow so that they ca thik i a iformed way about how to develop proposals for improvemet. ESSENTIAL Gatherig data Do I collect feedback from service users? Do I collect ad record the essetial data for my area of work accurately ad o time? Am I regularly thikig of ways to do my role more effectively? Ca I see patters that help me to do thigs better, more efficietly or with less waste? PROFICIENT Scaig widely Do I look outside my area of work for iformatio ad ideas that could brig about cotiuous improvemet? Do I establish ogoig methods for measurig performace to gai a detailed uderstadig of what is happeig? Do I spot future opportuities ad risks, ad test resultig plas with exteral stakeholders to improve them? STRONG Thikig creatively Do I coduct thorough aalyses of data over time ad compare outcomes ad treds to relevat bechmarks? Do I see the relevace of seemigly urelated ideas that could be made useful i my area of work? Do I creatively apply fresh approaches to improve curret ways of workig? EXEMPLARY Developig ew cocepts Do I develop strategies based o ew cocepts, isights or perceptive aalysis? Do I create improved pathways, systems or processes through isights that are ot obvious to others? Do I carry out, or ecourage, research to uderstad the root causes of issues? LEADERSHIP DOMAIN 3 EVALUATING INFORMATION Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 11

12 LEADERSHIP DOMAIN 4 CONNECTING OUR SERVICE What is it? Uderstadig how healthcare services fit together ad how differet people, teams or orgaisatios itercoect ad iteract. Why is it importat? Leaders uderstad how thigs are doe i differet teams ad orgaisatios; they recogise the implicatios of differet structures, goals, values ad cultures so that they ca make liks, share risks ad collaborate effectively. ESSENTIAL Recogisig how my area of work relates to other parts of the system Do I uderstad the formal structure of my area of work ad how it fits with other teams? Do I keep up-todate with chages i the system to maitai efficiecy? Do I had over effectively to others ad take resposibility for cotiuity of service provisio? PROFICIENT Uderstadig the culture ad politics across my orgaisatio Do I uderstad the iformal chai of commad ad uwritte rules of how thigs get doe? Do I kow what I eed to do ad who to go to so that well-judged decisios are made i my orgaisatio? Do I uderstad how fiacial ad other pressures ifluece the way people react i my orgaisatio? STRONG Adaptig to differet stadards ad approaches outside my orgaisatio Am I coected to stakeholders i a way that helps me to uderstad their uspoke eeds ad agedas? Am I flexible i my approach so I ca work effectively with people i orgaisatios that have differet stadards ad approaches from mie? Do I act flexibly to overcome obstacles? EXEMPLARY Workig strategically across the system Do I build strategic relatioships to make liks across the broader system? Do I uderstad how complex coectios across the health ecoomy affect the efficiecy of the system? Do I uderstad which issues affect decisios across the system so that I ca aticipate how other stakeholders will react? LEADERSHIP DOMAIN 4 CONNECTING OUR SERVICE Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 12

13 LEADERSHIP DOMAIN 5 SHARING THE VISION What is it? Commuicatig a compellig ad credible visio of the future i a way that makes it feel achievable ad excitig. Why is it importat? Leaders covey a vivid ad attractive picture of what everyoe is workig towards i a clear, cosistet ad hoest way, so that they ispire hope ad help others to see how their work fits i. ESSENTIAL Commuicatig to create credibility ad trust Am I visible ad available to my team? Do I commuicate hoestly, appropriately ad at the right time with people at all levels? Am I helpig other people appreciate how their work cotributes to the aims of the team ad the orgaisatio? Do I break thigs dow ad explai clearly? PROFICIENT Creatig clear directio Do I help people to see the visio as achievable by describig the jourey we eed to take? Do I use stories ad examples to brig the visio to life? Do I clearly describe the purpose of the job, the team ad the orgaisatio ad how they will be differet i the future? STRONG Makig log-term goals desirable Do I ecourage others to become ambassadors for the visio ad geerate excitemet about log-term aims? Do I fid ways to make a vivid picture of future success emotioally compellig? Do I establish ogoig commuicatio strategies to deal with the more complex ad difficult issues? EXEMPLARY Ispirig cofidece for the future Do I display cofidece ad itegrity uder robust ad public criticism? Do I describe future chages i a way that ispires hope, ad reassures staff, patiets ad the public? Do I explai cotroversial ad complex plas i a way that differet groups ca hear, uderstad ad accept? LEADERSHIP DOMAIN 5 SHARING THE VISION Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 13

14 LEADERSHIP DOMAIN 6 ENGAGING THE TEAM What is it? Why is it importat? Ivolvig idividuals ad demostratig that their cotributios ad ideas are valued ad importat for deliverig outcomes ad cotiuous improvemets to the service. ESSENTIAL Ivolvig the team Do I recogise ad actively appreciate each perso s uique perspectives ad experiece? Do I liste attetively to my team ad value their suggestios? Do I ask for cotributios from my team to raise their egagemet? PROFICIENT Fosterig creative participatio Do I ask for feedback from my team o thigs that are workig well ad thigs we could improve? Do I shape future plas together with my team? Do I ecourage my team to idetify problems ad solve them? Leaders promote teamwork ad a feelig of pride by valuig idividuals cotributios ad ideas; this creates a atmosphere of staff egagemet where desirable behaviour, such as mutual respect, compassioate care ad attetio to detail, are reiforced by all team members. STRONG Co-operatig to raise the game Do I eable my team to feed off each other s ideas, eve if there is a risk the ideas might ot work? Do I ecourage team members to get to kow each other s pressures ad priorities so that they ca co-operate to provide a seamless service whe resources are stretched? Do I offer support ad resources to other teams i my orgaisatio? EXEMPLARY Stretchig the team for excellece ad iovatio Do I stretch my team so that they deliver a fully joied-up service, ad so give the best value they ca? Do I support other leaders to build success withi ad beyod my orgaisatio? Do I create a commo purpose to uite my team ad eable them to work seamlessly together to deliver? Do I ecourage my team to deliver o the shared purpose, as much as o their idividual targets? LEADERSHIP DOMAIN 6 ENGAGING THE TEAM Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 14

15 LEADERSHIP DOMAIN 7 HOLDING TO ACCOUNT What is it? Agreeig clear performace goals ad quality idicators, supportig idividuals ad teams to take resposibility for results, providig balaced feedback. Why is it importat? Leaders create clarity about their expectatios ad what success looks like i order to focus people s eergy, give them the freedom to self-maage withi the demads of their job, ad deliver improvig stadards of care ad service delivery. ESSENTIAL Settig clear expectatios Do I take persoal resposibility for my ow performace? Do I specify ad prioritise what is expected of idividuals ad the team? Do I make tasks meaigful ad lik them to orgaisatioal goals? Do I make sure idividual ad team goals are SMART 1? PROFICIENT Maagig ad supportig performace Do I challege ways of thikig ad ecourage people to use data to support their busiess plaig ad decisio makig? Do I set clear stadards for behaviour as well as for achievig tasks? Do I give balaced feedback ad support to improve performace? Do I act quickly to maage poor performace? STRONG Challegig for cotiuous improvemet Do I costatly look out for opportuities to celebrate ad reward high stadards? Do I actively lik feedback to the overall visio for success? Do I otice ad challege mediocrity, ecouragig people to stop coastig ad stretch themselves for the best results they ca attai? EXEMPLARY Creatig a midset for iovative chage Do I ecourage a climate of high expectatios i which everyoe looks for ways for service delivery to be eve better? Do I share stories ad symbols of success that create pride i achievemet? Do I champio a midset of high ambitio for idividuals, the team ad the orgaisatio? LEADERSHIP DOMAIN 7 HOLDING TO ACCOUNT Reflectio ote 1 SMART = Specific, Measurable, Attaiable, Relevat, Timed LEADERSHIP DEVELOPMENT FRAMEWORK 15

16 LEADERSHIP DOMAIN 8 DEVELOPING CAPABILITY What is it? Why is it importat? Buildig capability to eable people to meet future challeges, usig a rage of experieces as a vehicle for idividual ad orgaisatioal learig, actig as a role model for persoal developmet. ESSENTIAL Providig opportuities for people developmet Do I ofte look for opportuities to develop myself ad lear thigs outside my comfort zoe? Do I uderstad the importace ad impact of people developmet? Do I build people developmet ito my plaig for my team? PROFICIENT Takig multiple steps to develop team members Do I explore ad uderstad the stregths ad developmet eeds of idividuals i my team? Do I provide developmet opportuities for other people through experiece ad formal traiig? Do I look for ad provide regular positive ad developmetal feedback for my team to help them focus o the right areas to develop professioally? Leaders champio learig ad capability developmet so that they ad others gai the skills, kowledge ad experiece they eed to meet the future eeds of the service, develop their ow potetial, ad lear from both success ad failure. STRONG Buildig log-term capability Do I explore the career aspiratios of colleagues i my team ad shape developmet activities to support them? Do I provide logterm metorig or coachig? Do I spot highpotetial colleagues or capability gaps i my team ad focus developmet efforts to build o or deal with the situatio? EXEMPLARY Creatig systems for successio to all key roles Do I create the coditios i which others take resposibility for their developmet ad lear from each other? Do I take a strategic approach to people developmet based o the future eeds of the orgaisatio? Do I share i broad orgaisatioal developmet ad successio plaig beyod my area of work? LEADERSHIP DOMAIN 8 DEVELOPING CAPABILITY Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 16

17 LEADERSHIP DOMAIN 9 INFLUENCING FOR RESULTS What is it? Why is it importat? Decidig how to have a positive impact o other people, buildig relatioships to recogise other people s passios ad cocers, usig iterpersoal ad orgaisatioal uderstadig to persuade ad build collaboratio. ESSENTIAL Egagig with others to covice or persuade Am I respectful i all circumstaces? Do I liste to differet views? Do I share issues ad iformatio to help other people uderstad my thikig? Do I develop ad preset wellreasoed argumets? Do I avoid jargo ad express myself clearly? PROFICIENT Adaptig my approach to coect with diverse groups Do I adapt my commuicatio o the eeds ad cocers of differet groups? Do I use stories, symbols ad other memorable approaches to icrease my impact? Do I check that others have uderstood me? Do I create formal ad iformal twoway commuicatio chaels so I ca be more persuasive? Leaders are sesitive to the cocers ad eeds of differet idividuals, groups ad orgaisatios, ad use this to build etworks of ifluece ad pla how to reach agreemet about priorities, allocatio of resources or approaches to service delivery. STRONG Developig collaborative agedas ad cosesus Do I use etworks of ifluece to develop cosesus ad buy-i? Do I create shared agedas with key stakeholders? Do I use idirect ifluece ad parterships across orgaisatios to build wide support for my ideas? Do I give ad take? EXEMPLARY Buildig sustaiable commitmets Do I cotribute calmly ad productively to debates arisig from strogly-held beliefs, eve whe my ow emotios have bee excited? Do I build eough support for the idea or iitiative to take o a life of its ow? Do I act as a ambassador for my orgaisatio to gai reputatioal ifluece by sharig experieces ad best practice atioally ad iteratioally? LEADERSHIP DOMAIN 9 INFLUENCING FOR RESULTS Reflectio ote LEADERSHIP DEVELOPMENT FRAMEWORK 17

18 4.0 LEADERSHIP DEVELOPMENT ACTION PLAN After reviewig the LDF ad completig a self-assessmet, a Leadership Developmet Actio Pla ca be created. This follows a reflective approach i determiig where a idividual wats to be i terms of leadership, e.g. domais that are of value to a idividual s role ca be further developed. Determiig where a idividual wats to be with leadership ca iform a developmet strategy for how to get there. This may require further traiig or a chage i behaviour ad attitude ad ca form part of the Actio Pla i defiig what will be achieved, i what time frame ad what smaller steps are required to eable this to happe. LEADERSHIP DOMAIN Ispirig shared purpose Leadig with care Evaluatig iformatio GOAL ACTIVITY A simple overview is provided below. SUPPORT NEEDED HOW TO MEASURE SUCCESS TIME 4.0 LEADERSHIP DEVELOPMENT ACTION PLAN Coectig our service Sharig the visio Egagig the team Holdig to accout Developig capability Ifluecig for results LEADERSHIP DEVELOPMENT FRAMEWORK 18

19 APPENDIX 1 ACKNOWLEDGEMENTS The Leadership Developmet Framework is based upo the research ad work of the NHS Leadership Academy ad has bee supplemeted by the kowledge ad expertise of a wide-ragig team dedicated to ecouragig ad facilitatig leadership i every member of the professio. CONTRIBUTORS Chris Cutts Director, Cetre for Pharmacy Postgraduate Educatio Roger Ferades Chief Pharmacist/Cliical Director of Pharmacy, Lewisham ad Greewich NHS Trust Rya Hamilto Sessioal Teacher, Liverpool Joh Moores Uiversity Delyth James Seior Lecturer, Cardiff Uiversity Christopher Joh Assistat Director, Lodo Pharmacy Educatio ad Traiig Reem Kayyali Associate Professor, Kigsto Uiversity APPENDIX 1 ACKNOWLEDGEMENTS Moira Kiear Sue Ladds Chris Lagley Fioa McMilla Ricarda Micallef Hele Middleto Charles Morecroft Filay Royle Sue Schechter Michelle Styles Emma Williams Head of Pharmacy Educatio Research ad Developmet, NHS Lothia Chief Pharmacist, Uiversity Hospital Southampto NHS Foudatio Trust Professor of Pharmacy Law ad Practice/Associate Dea, Taught Programmes, Asto Uiversity Lead Pharmacist, Educatioal Developmet Pharmacy, NHS Educatio for Scotlad Seior Lecturer, Kigsto Uiversity Pharmacy Professioal Developmet Maager, Lodo Pharmacy Educatio ad Traiig Professor of Pharmacy Educatio ad Professioal Practice, Liverpool Joh Moores Uiversity Prescribig Advisor for Lambeth Cliical Commissioig Group, Teachig Fellow at Kigsto Uiversity, Lead for Lodo South East Local Practice Forum Pharmacy Operatios Maager, West Herts Hospitals NHS Trust Regioal Maager, Cetre for Pharmacy Postgraduate Educatio Pricipal Pharmacist: Cliical Effectiveess, Royal Uited Hospital Bath NHS Trust Compay Chemists Associatio Primary Care Pharmacists Associatio RPS PROJECT TEAM Catherie Dugga Mariae MacDoald Ruth Wakema Director of Professioal Developmet ad Support, Royal Pharmaceutical Society Leadership Workstream Project Maager, Royal Pharmaceutical Society Head of Professioal Support, Royal Pharmaceutical Society LEADERSHIP DEVELOPMENT FRAMEWORK 19

20 Published by: Royal Pharmaceutical Society Royal Pharmaceutical Society