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The Leadership and Management Standards for Medical Professionals

The Leadership and management standards for medical professionals (2nd edition) are articulated as a set of core values and behaviours designed to work across all career levels.

FMLM believes an effective medical leader is defined by how and what they do, under-pinned by why they do it. The ‘why’ is guided by the values espoused in the Seven Principles of Public Life and the General Medical Council’s Good Medical Practice . Medical leaders should also be aware of the GMC guidance, Leadership and management for all doctors. The ‘how’ and ‘what’ medical leaders do is set out below as behaviours which can be observed, measured and developed:

1. Self

Doctors must know and understand themselves, their impact on others and be constantly striving to improve. They must be resilient and consistently demonstrate the energy, drive and motivation to lead and work with others for consistently high and improving standards, and thereby improved quality of care for patients in all its dimensions (experience, effectiveness, safety).

Self awareness and self development

a. Demonstrates a clear people and patient-centred approach, considering the impact of their style, decisions and actions on all those affected.

b. Manages own emotions and adapts leadership style to have the maximum positive impact on others.

c. Seeks and acts upon feedback from patients, colleagues and other professionals regarding own effectiveness and possible areas for development.

d. Commits time to professional development and keeps own skills and knowledge up to date.

e. Establishes and maintains strong professional and support networks.

f. Acknowledges own limitations and prepared to seek support from others in order to achieve the best outcomes.

g. Draws upon a range of leadership theories, principles and experiences to improve and innovate.

Personal resilience, drive and energy

h. Takes full accountability for actions and decisions within own areas of responsibility.

i. Remains calm and objective in situations of pressure or conflict.

j. Sustains personal levels of energy and remains enthusiastic and optimistic in the face of setbacks.

k. Has the courage to speak up and speak out when standards, quality or safety are threatened.

l. Constructively challenges others when there is an opportunity for improvement.

m. Works to a high standard and earns the respect of colleagues.

n. Manages own time effectively, and is trusted by others to deliver commitments and promises.

2. Team Player/Team Leader

The effective medical leader has a sophisticated knowledge of establishing and leading teams and how to get the best out of them. Equally they know when to lead and when to follow. They are robust defenders of fairness and justice and strive constantly to create to optimal environment for colleagues to give of their best in the drive for improved clinical care.

Effective teamwork

a. Fully participates in multi-disciplinary teams in order to achieve the best possible outcomes for all those who use and deliver services.

b. Asks others for their opinions and ideas, actively listens and takes their views onboard in order to deliver the best outcomes for all.

c. Attracts and develops talent.

d. Coaches to develop individuals to reach their full potential.

e. Supports a diverse workforce and understands the value diversity brings to patient care.

f. Demonstrates trust and respect for colleagues and is seen as a role model for effective team-working.

g. Empowers and motivates others to deliver, improve and innovate.

h. Delegates effectively, sets clear objectives, provides feedback, and holds people to account.

i. Actively manages poor performance and behaviour.

j. Is supportive, available and approachable.

k. Responds quickly and positively when asked for help.

l. Celebrates success.

Cross-team collaborations

m. Identifies opportunities for collaboration and partnership, connecting people with diverse perspectives and interests.

n. Seeks out beyond the immediate team and professional area for new perspectives, ideas and experiences and shares best practice, incorporating this to enhance quality and delivery of services.

o. Engages the wider healthcare community in the teaching, training and support of own work and that of colleagues.

p. Openly shares own networks with colleagues and partners.

q. Connects individuals, teams and organisations for mutual benefit.

3. Corporate responsibility

The effective medical leader understands and contributes positively to the strategic direction and operational delivery of the organisation in which they work. They espouse and practice the seven Principles of Public Lifei and Good Medical Practice . They can successfully navigate the competing demands between the needs of the individual and the needs of the population. Furthermore, they can successfully balance their role in day to day delivery with a focus on anticipating future challenges and future innovation.

Corporate team player

a. Ensures adherence to the principles of good corporate and clinical governance.

b. Understands the competing demands for resources and actively supports fair and appropriate allocation.

c. Makes clear, transparent evidence-based decisions even when faced with situations of ambiguity and uncertainty.

d. Considers, assesses and manages potential risks when making decisions that impact upon patients, colleagues and their organisation.

e. Participates in wider organisational initiatives that enable and promote excellence in healthcare.

f. Recognises and can navigate professional and political tensions.

Corporate culture and innovation

g. Relentlessly identifies and supports opportunities for improvement.

h. Understands and successfully applies key concepts and principles underpinning the creation, validation, translation and dissemination of innovative ideas and practices

i. Motivates and inspires others to achieve high standards and improve services.

j. Engenders and is a role model for an organisational culture that values diversity, learning, reflection and feedback, transparency, openness and candour.

k. Is forward thinking and helps the organisation to prepare for new challenges and innovate.

4. System leadership

The effective medical leader understands and contributes positively to the healthcare system. They are adept in dealing with complexity and ambiguity. They can translate policy into practice and negotiate effectively with organisations across the system to meet the needs of the population.

a. Demonstrates effectiveness in contributing to and influencing policy development.

b. Seeks to positively influence strategy and culture.

c. Demonstrates ability to negotiate effectively.

d. Demonstrates appropriate situational awareness in the handling of complex, challenging or ambiguous circumstances.

e. Demonstrates appropriate sensitivity when working with a wide range of stakeholders.

f. Demonstrates assertive and respectful communication taking into account the perspectives, considerations and feedback of stakeholders when formulating strategy or policy.

The FMLM Leadership and management standards for medical professionals (1st edition) have been mapped with the NHS Leadership Framework, the Healthcare Leadership Model and the General Medical Council model. You can download this document from this page. This map has been developed by Dr Sonia Panchal, Leadership Clinical Fellow, Health Education East Midlands (previous National Medical Director's Clinical Fellow 2013/14). An update to map for the second edition is in development.

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