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Flashcards in SPR L1 Leadership and Personal Management Deck (12)
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Learning Outcomes

1.To be able to describe the key competencies for leadership in the NHS

2.To be able to explain, and begin to put into practice, key management skills that affect how you and those around you perform and how you will deal with organisational change.


Describe the Emotional Intelligence Framework

  • Self-awareness
  • Social Awareness
  • Self-management 
  • Relationship Management


=> Positive Impact on others


Describe the Competency Framework



Outline the following

  1. Self- belief

  2. Self-awareness

  3. Self-management

  4. Drive for improvement

  5. Personal integrity

  1. Relishing a challenge, being prepared to stand up and be counted, working beyond the call of duty, when this is required, speaking up if this is needed
  2. Being aware of their own emotions, being aware of their personal impact on others
  3. Being tenacious and resilient in the face of difficulty, being able to cope with an increasingly complex environment
  4. Vocation for public service, achievement of goals for the greater good and effective partnerships
  5. Acting as a role model, believing in a set of key values and having openness and communication



Outline the following

  1. Seizing the future

  2. Intellectual flexibility

  3. Broad scanning

  4. Political astuteness

  5. Drive for results

  1. Making the most of current opportunities, being able to interpret likely direction of change, using insights to help shape culture, while being prepared to undertake transformational change with a strong focus on local needs
  2. Being receptive to fresh insights and perspectives, being open to innovative thinking and encouraging creativity, while understanding change may be radical
  3. Having systematic ways of informing, knowing about how services are delivered and their impact and gathering key facts
  4. Understanding the climate and culture, the role of the leader and who the key influencers are, while being attuned to health strategy
  5. Setting ambitious targets while taking calculated risks, what really makes a difference and seeking out opportunities to improve delivery of service through partnership and new ways of working.



How can this be carried out effectively?

  • Leading change through people
    • Gaining the support of others, sharing leadership, enabling teams with a facilitative, authoritative and democratic leadership style
  • Accountability
    • Setting clear targets and standards, creating a climate of support and accountability (rather than a climate of blame), being prepared to hold people account or to be held to account
  • Empowering others
    • Spot potential and support development, having humility to work in the background, involve users ensuring diversity is respected with equal, open and honest relationships
  • Effective and strategic influencing
    • Getting results by working in partnership, influence relationships which are critical and being able to cope with ambiguity
  • Collaborative working
    • Ensure strategy for health improvement is cohesive, striving to create conditions for successful partnerships, while understanding and sensitive to diverse viewpoints



Give examples of how this can be carried out effectively.

  • Plan and prioritise (eg. Prioritize ABCDE, 80/20 rule - 80% of outputs came from 20% of the inputs - finding the RIGHT 20% to focus on)
  • Consider consequences
  • Do your homework
  • Identify key constraints
  • Put pressure on yourself and motivate yourself into action
  • Maximise your personal talents and powers
  • Do the most difficult task first



Give examples of how this can be carried out

  • Early feedback where possible
  • Face to face
  • Start with areas of strength
  • Then areas of improvement
  • Recommendations not criticisms
  • Dialogue not monologue
  • Check that feedback is received
  • Finish on a positive note


What do successful people do differently?

  • They are specific
  • They seize the moment
  • They are realistic optimists
  • They believe they can acquire new skills
  • They have grit, will-power and pursue what they love
  • They do hardest work first
  • They focus on what they will do and not what they won’t do
  • They practice



Explain the importance of developing an NHS with a focus on openness and communication between all members of the clinical and administrative team (from top to bottom)



Explain the importance of promoting an environment of accountability within the service and the need for leaders and higher qualified staff to also be prepared to be held accountable.



List five key principles you would employ if you were asked to deliver feedback to a junior member of the clinical team who made a simple mistake (resulting in minor harm to a patient under their care).