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But such feedback matters, because behaviors that may have been tolerated in your previous job could now seriously sabotage your new role and ultimately your career. The truth is: great leaders know that they can accomplish great things only with and through others, and they will make use of all the help they can get! As people are the key to success in any business and any industry, read here how you can leverage your own impact as a leader by pulling your people with you right from the first day. This diagram does not provide a comprehensive overview of all potential national and local actions. This can only be true if the national actions support local needs, and if local actions complement national priorities.Health and healthcare policy in Scotland is developing differently from other parts of the UK. This divergence creates opportunities for leaders to learn from elsewhere in the UK NHS and to learn jointly with other public services in Scotland.ScopeLeadership and Management DevelopmentThis Framework focuses on leadership development - which is about supporting leaders in transformational change. But this cannot be considered in isolation: the change agenda needs to set the context for leadership development. If 'leadership development' is understood to be about supporting this transformational change, then that is not the same as 'management development' which is about supporting managers in transactional, operational processes, controls and problem solving.Individuals often have to deliver both a leadership and a management role in their jobs. This is recognised in this Framework which, while focusing on leadership development, embraces management development. The 'tone' of an organisation, however, is often set by the styles and behaviours of senior managers. For that reason, the national actions proposed in this Framework focus on senior staff (including senior clinicians), with an expectation that local Boards will follow through in considering how best to continue to invest in local leadership and management development for their staff.Individuals and TeamsLeadership and management development relates to individual needs. As indicated above, development should therefore also be taken forward through team-based development opportunities which can provide a powerful approach to tackling real work issues, securing and applying change. Both team and individual approaches need to be used.Clinical leadership, general management, functional management and professional leadershipThe term 'clinical leadership' has taken on increasing significance across the UK. Positional leaders such as general managers often have clinical backgrounds but come from a range of professions, and need development support, as do functional managers - whether in information, estates, human resources, finance or other areas. The wider the understanding of all aspects of leadership and management, and the more professional and organisational barriers that are overcome by developing leaders across them the better.

This Framework therefore provides a universally applicable description of NHSScotland leadership qualities.
Leaders who are expected to make tough judgements on the best disposition of services and use of resources need to be supported appropriately. Equally, weakness in leadership which results in a loss of trust and respect within systems and across partner organisation is not acceptable.It is important therefore that the qualities and behaviours of leaders for NHSScotland are stated explicitly, and that leadership development supports today's leaders to meet these challenges. Today, leadership is about delivery through complex systems and by engaging partners in the pursuit of major, transformational change.'Delivery Through Leadership' therefore proposes a consistent and universal application of these qualities as a common approach and language across NHSScotland. It is based primarily on work done by the Institute of Healthcare Management and NHS Confederation to support the development of similar Codes elsewhere in the UK NHS.The Code provides a measure against which individuals can test their decisions and actions. Just as the change context will move on, and the leadership qualities evolve, so too will the priorities for investing in leadership development. This is being addressed through the regular meetings of the NHSScotland Chief Executive and NHSScotland Leaders.(ii) Team Development for whole systems is critical.
There will always be new challenges, changes in team membership, and the need for new solutions and fresh approaches. A corporate but flexible approach will be developed to support NHS Boards take forward development in the context of their local health and care systems.
The main area for improvement was the need for a coherent organisational development framework to inform the purpose and direction of the coaching, together with a contemporary and generic framework of the underpinning leadership qualities and behaviours. Development opportunities will be available through these organisations for senior leaders either through direct enquiry or through specific opportunities notified by SEHD. More specifically, we will work closely with the Scottish Leadership Foundation, and other bodies such as COSLA, to consider how to support the need for the development of strategic leaders across the wider public sector.Frontline LeadershipA strong commitment was given to developing clinical leaders in Partnership for Care.
This covers a wide spectrum of roles from Nurse Consultants (with an emphasis on shaping and influencing care delivery, service strategy and professional development) to Ward leaders (whose roles have a stronger managerial component as they manage teams, deliver patient care, control resources, manage information etc.). With the current emphasis on 'leadership development', we must not lose sight of the need to support managerial knowledge and skills for people leading clinical teams, community teams, functional teams and project teams. Leaders with managerial positions are encouraged to emerge through clinical routes, for example, and often have to 'pick up' leadership development, managerial knowledge and skills on a do-it-yourself basis. It is simply not good enough to expect experienced clinicians to be effective 'positional' leaders without providing access to comprehensive leadership development and managerial knowledge and skills development.We need to prepare now for a professional managerial workforce where people have been given the opportunity to gain the skills and understanding they need to help them manage and transform services. The use of Continuous Professional Development approaches will support this.There are, however, many vital clinical leadership roles which have less 'general management' content, but are powerful roles in leading and transforming services. These leaders also need to be appropriately equipped in their roles, and supported to help them understand the wider context in which their roles operate.Nationally, some sponsored opportunities have been made available through product-led approaches to develop this broad spectrum of leaders. Consideration will be given to providing an integrated, flexible programme to include other leaders aspiring to top management positions.Other approaches to succession planning will be considered and developed as appropriate.
There is an issue of capacity and resource not only to deliver such proposals, but also to ensure they are tied in to the local and national career development approaches which emerge. Whilst there are no specific plans to sponsor one professional group in preference to another, opportunities to steer and link thinking would be welcome.NHS Boards will also need to consider local approaches to succession planning and help shape national approaches.

The current priorities are:Community Health Partnership (CHP) DevelopmentAt the national level and under the auspices of the CHP Development Group, a CHP Development programme for future, potential CHP leaders was rolled out in 2004.
This provided organisational development support for leaders as they considered the opportunities that CHPs present and as they prepared Schemes of Establishment for Ministerial approval.
The evaluation both from participants and stakeholders, together with NHS Board CHP Development Plans, will inform any future development support made available through a national approach by the CHP Development Group.At a local level, considerable development support will be required to assist the new CHP organisations as they establish themselves. Through action inquiry, key change themes such as 'Improving Service Delivery' and 'Improving the Patient's Experience' are being explored, supported by wider learning opportunities. There needs to be a better understanding of the skills and understanding these leaders require if they are to be equipped to face the challenges before them. Boards will need to continue along their development paths, and, through the Strategic Team Development activities, there will be opportunities to share learning. To date, the movement of 'top' leaders has been fairly random, piece-meal and reactive to particular circumstances.
We need to find a way of balancing the needs of NHS Boards, the Health Department and the individuals themselves and consider a more systematic approach to career development, succession planning as well as matching relevant skills to specific requirements.Any such approach needs to be determined carefully, to ensure consistency and fairness, as well as openness, transparency and personal focus - so that individuals and employers alike see the benefits of a more corporate approach.
The Executive Managers' Review Working Group has given consideration to this and is subject to a separate consultation. Other NHS Boards have not yet been able to develop their local strategies and the Framework will help shape local plans. The diagram opposite provides an overview of the current organisations involved, links and roles.It is clear that there are multiple organisations and roles.
This Framework will enable clarity between SEHD and NHS Boards in leadership development by providing the basis of national policy and strategy. The next section of this Framework will suggest how NHSScotland can work together to take the agenda for leadership development forward.At national level, there is a series of complex relationships between a wide range of partners, and we need to continue to secure a common understanding of these relationships and roles. There is also a wide range of national and local providers - which is good from the point of choice - but can lead to lengthy commissioning processes.
Nationally, we will develop more strategic alliances and call-off arrangements to facilitate speedier processes within appropriate governance arrangements.Roles and Partnerships for Delivery of the Framework7 Steering and ReviewWhile SEHD has the national policy lead role, it is essential that NHS Boards steer the development and review the implementation of this Framework. To this end, the NHSScotland Chief Executive's meetings will provide a forum for periodic updates.In order to allow detailed attention to steering and review at a national level which integrates leadership and career development, top management deployment and performance management, a mechanism needs to be put in place. Details of the Development Leads are provided in Appendix 5.Evaluating the impact of leadership development strategies is not straightforward. Consideration will have to be given, however, for the more holisitic evaluation of implementing this Framework to inform further iterations of the Framework and investment policy.

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