Description
Please provide answers to the questions from pages 8–12 of the Personal Action Plan.
The answers should be written from a personal perspective, and no quotations should be used.
Additional Notes:
- Word count of 1000 for the whole report should be fine for the action plan. Please disregard the suggested word count in the CLF document.
- As this is a report from a personal perspective, you would not need to include references.
- You do not need to include your cover page for this part.
- Attached are the phargraph and the questions, as well as the file that we will be evaluated on.
Self assessment tool
Clinical leadership is not a new concept and the need to optimise leadership potential across the healthcare professions, and the critical
importance of this to the delivery of excellence and improved patient outcomes, is now increasingly echoed by clinicians, managers and
politicians within the UK and internationally.
Clinical leadership in the health and care services is about delivering high quality services to
patients by:
• demonstrating personal qualities
• working with others
• managing services
• improving services, and
• setting direction.
Clinicians will exhibit a range of leadership behaviours across these five domains dependent on the context in which they operate. It is
essential that all clinicians are competent in each of the five core leadership domains: demonstrating personal qualities, working with
others, managing services, improving services and setting direction.
To help users understand and apply the Clinical Leadership Competency Framework
each domain is divided into four elements and each of these elements is further divided
into four descriptive statements which describe the behaviours all staff should be able
to demonstrate.
Clinicians can use the five domains of the CLCF throughout their career. However,
the Leadership Framework relates to all staff groups and is a broadly progressive
framework which will help clinicians recognise their stage of leadership development
in the context of all other colleagues. The CLCF is embedded within the Leadership
Framework and the first 5 domains are identical. In addition, the Leadership Framework
has two additional domains designed to support those in senior leadership roles.
Leadership Framework
Self assessment tool
This self assessment tool aims to help you manage your own learning and development by allowing you to reflect on which areas of
the leadership framework you would like to develop further.
Please note that the information you provide is not stored anywhere on the website. We recommend you download and save this
document so that you can refer back to it when reviewing your development plans.
Support
Download the CLCF document from for a range of clinically based examples
and learning scenarios that will help clinical staff acquire the leadership competence required to meet the challenges described.
An online toolkit is also available to support your leadership development
at http:// www.leadershipacademy.nhs.uk/leadership-development-module.
LeAD is a free and engaging e-learning resource to help clinicians develop their understanding of how
their role contributes to managing and leading health services. To register for LeAD, please visit
You will also find a personal action plan template starting on page 8.
Leadership Academy
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
1
1. Demonstrating Personal Qualities
Effective leadership requires individuals to draw upon their values, strengths
and abilities to deliver high standards of service. To do so, they must
demonstrate effectiveness in:
• Developing self awareness by being aware of their own values, principles,
and assumptions, and by being able to learn from experiences
• Managing yourself by organising and managing themselves while taking
account of the needs and priorities of others
• Continuing personal development by learning through participating in
continuing professional development and from experience and feedback
• Acting with integrity by behaving in an open, honest and ethical manner.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Very little /
A lot of the Some of the
None of the
time
time
time
DEMONSTRATING PERSONAL QUALITIES
Developing Self Awareness
I reflect on how my own values and principles influence my behaviour and
impact on others
I seek feedback from others on my strengths and limitations and modify
my behaviour accordingly
Managing Yourself
I remain calm and focused under pressure
I plan my workload and deliver on my commitments to consistently high
standards demonstrating flexibility to service requirements
Continuing Personal Development
I actively seek opportunities to learn and develop
I apply my learning to practical work
Acting with Integrity
I act in an open, honest and inclusive manner – respecting other people’s
culture, beliefs and abilities
I speak out when I see that ethics or values are being compromised
TOTAL
7
1
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any particular
domain, these domains may be areas you wish to develop further. If you have green circles then check that these are not
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact negatively on
your performance.
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/demonstrating-personal-qualities
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
2
2. Working with Others
Effective leadership requires individuals to work with others in teams and
networks to deliver and improve services. To do so, they must demonstrate
effectiveness in:
• Developing networks by working in partnership with patients, carers,
service users and their representatives, and colleagues within and across
systems to deliver and improve services
• Building and maintaining relationships by listening, supporting others,
gaining trust and showing understanding
• Encouraging contribution by creating an environment where others have
the opportunity to contribute
• Working within teams to deliver and improve services.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Very little /
A lot of the Some of the
None of the
time
time
time
WORKING WITH OTHERS
Developing Networks
I identify opportunities where working collaboratively with others will bring
added value to patient care
I share information and resources across networks
Building and Maintaining Relationships
I communicate clearly and effectively with others
I listen to and take into account the needs and feelings of others
Encouraging Contribution
I actively seek contributions and views from others
I am comfortable managing conflicts of interests or differences of opinion
Working within Teams
I put myself forward to lead teams, whilst always ensuring I involve the
right people at the right time
I acknowledge and appreciate the efforts of others within the team and
respect the team’s decision
TOTAL
7
1
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any particular
domain, these domains may be areas you wish to develop further. If you have green circles then check that these are not
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact negatively on
your performance.
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/working-with-others
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
3
3. Managing Services
Effective leadership requires individuals to focus on the success of the
organisation(s) in which they work. To do so, they must be effective in:
• Planning by actively contributing to plans to achieve service goals
• Managing resources by knowing what resources are available and using
their influence to ensure that resources are used efficiently and safely, and
reflect the diversity of needs
• Managing people by providing direction, reviewing performance,
motivating others, and promoting equality and diversity
• Managing performance by holding themselves and others accountable for
service outcomes.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Very little /
A lot of the Some of the
None of the
time
time
time
MANAGING SERVICES
Planning
I use feedback from patients, service users and colleagues when
developing plans
I assess the available options in terms of benefits and risks
Managing Resources
I deliver safe and effective services within the allocated resource
I take action when resources are not being used efficiently and effectively
Managing People
I support team members in developing their roles and responsibilities
I provide others with clear purpose and direction
Managing Performance
I analyse information from a range of sources about performance
I take action to improve performance
TOTAL
7
1
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any particular
domain, these domains may be areas you wish to develop further. If you have green circles then check that these are not
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact negatively on
your performance.
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/managing-services
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
4
4. Improving Services
Effective leadership requires individuals to make a real difference to people’s
health by delivering high quality services and by developing improvements to
services. To do so, they must demonstrate effective in:
• Ensuring patient safety by assessing and managing risk to patients
associated with service developments, balancing economic consideration
with the need for patient safety
• Critically evaluating by being able to think analytically, conceptually and to
identify where services can be improved, working individually or as part of a
team
• Encouraging improvement and innovation by creating a climate of
continuous service improvement
• Facilitating transformation by actively contributing to change processes
that lead to improving healthcare.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Very little /
A lot of the Some of the
None of the
time
time
time
IMPROVING SERVICES
Ensuring Patient Safety
I take action when I notice shortfalls in patient safety
I review practice to improve patient safety and minimise risk
Critically Evaluating
I use feedback from patients, carers and service users to contribute to
improvements in service delivery
I work with others to constructively evaluate our services
Encouraging Improvement and Innovation
I put forward ideas to improve the quality of services
I encourage debate about new ideas with a wide range of people
Facilitating Transformation
I articulate the need for change and its impact on people and services
I focus myself and motivate others to ensure change happens
TOTAL
7
1
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any particular
domain, these domains may be areas you wish to develop further. If you have green circles then check that these are not
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact negatively
on your performance.
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/improving-services
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
5
5. Setting Direction
Effective leadership requires individuals to contribute to the strategy and
aspirations of the organisation and act in a manner consistent with its values.
To do so, they must demonstrate effective in:
• Identifying the contexts for change by being aware of the range of
factors to be taken into account
• Applying knowledge and evidence by gathering information to produce
an evidence-based challenge to systems and processes in order to identify
opportunities for service improvements
• Making decisions using their values, and the evidence, to make good
decisions
• Evaluating impact by measuring and evaluating outcomes, taking corrective
action where necessary and by being held to account for their decisions.
Look at statements below:
• On the scale next to each statement, choose a rating that
reflects how frequently it applies to you
• Total your scores after each domain and reflect on how you have
scored yourself
Very little /
A lot of the Some of the
None of the
time
time
time
SETTING DIRECTION
Identifying the Contexts for Change
I identify the drivers of change (e.g. political, social, technical, economic,
organisational, professional environment)
I anticipate future challenges that will create the need for change and
communicate these to others
Applying Knowledge and Evidence
I use data and information to suggest improvements to services
I influence others to use knowledge and evidence to achieve best practice
Making Decisions
I consult with key people and groups when making decisions taking into
account the values and priorities of the service
I actively engage in formal and informal decision-making processes about
the future of services
Evaluating Impact
I take responsibility for embedding new approaches into working practices
I evaluate the impact of changes on patients and service delivery
TOTAL
7
1
Total your scores and reflect on what you have given yourself. If you have mainly red and orange circles in any particular
domain, these domains may be areas you wish to develop further. If you have green circles then check that these are not
overplayed strengths. An overplayed strength could be a behaviour you over rely on and one which might impact negatively on
your performance.
To work through the Leadership Development Module for this domain,
go to www.leadershipacademy.nhs.uk/leadership-development-module/setting-direction
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
6
Next Steps
Having completed your self assessment, we would encourage you to discuss your results with your Line Manager, mentor or
trusted colleague.
You may find it helpful to ask your Line Manager or colleagues to also download the document and rate you against some or all
of the leadership domains. Coming together and comparing their ratings with your self ratings can provide valuable insight into
your leadership behaviour.
Next, you may wish to develop a personal action plan to help you consolidate your development areas. An action plan template
is available on the next page.
Hints and tips on action planning
• Define your action plan in SMART terms (Specific, Measurable, Action oriented, Realistic and Time bound). This will help you
reach your goals.
• Identify individuals you want to talk to about your action plan and who can help you make it happen.
• Assess potential obstacles and how you might be able to overcome these.
• Think about how you can utilise your strengths to help you reach your goals.
• Identify resources that are available to you or that you will need to obtain in order to achieve your goal e.g.what resources
(internal, external) can you draw upon in order to reach your goal?
• Write action steps to help you reach your goal and assign a completion date to each one.
• Set a date to evaluate your progress towards your goal.
Resources
For suggested reading or development advice related to the each of the domains of the Leadership Framework, please refer to
the Leadership Development Module at www.leadershipacademy.nhs.uk/leadership-development-module
IMPORTANT!
If you wish to refer back to this document at any point, please save a copy to your computer or print in the
usual way. For confidentiality reasons, the information you have input will not be saved on this website.
Please note that self assessment tools are also available for the additional two domains of the Leadership Framework that are not
included in the CLCF; these are: Creating the Vision and Delivering the Strategy.
If you would like to access the tool for either of these domains, please download the LF self assessment tool from
www.leadershipacademy.nhs.uk/self-assessment-tools and see page 7 (Creating the Vision) and/or Page 8 (Delivering the Strategy).
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
7
Personal Action Plan
Please read the hints and tips on action planning given on page 7 before starting your action plan. You may also find it helpful to review
the Leadership Development Module at www.leadershipacademy.nhs.uk/leadership-development-module
Action Plan – part one
Key strengths
Please summarise
your key strengths
Max characters (750)
First of all, to be honest I have a strong sense of ethics and integrity I
steadily acting in an open manner that prioritizes patient safety always. I
work in partnership within my team, value diverse viewpoint, and
respect collective insights. Moreover, I remain Flexible, self controlled , and
focused even in high-pressure situations, adjusting to service needs
when required. I am deeply Determined to continuous learning,
actively seeking feedback and engaging in ongoing professional
development through training and hands-on experience. I also Show
sustained confident leadership presence, supporting and guiding colleagues
effectively while taking full Ownership for my actions.
Key priorities
Please summarise your key
development needs
Max characters (750)
Advancing my skills in leading both individual and
teams on aspect of work quality.
Optimizing my ability to Drive service enhancement and
facilitate meaningful change.
Making progress upon my strategic thinking and ability, particularly in
evaluating the impact of decisions on quality of care and
patient outcomes.
Please choose one of the key development needs identified above that you would like to work through on the next few pages.
Should you like to look at more than one development need, print out or photocopy pages 9-12 before filling them in, or save
this document under a different name so that you can complete the following sections separately for each development need
you would like to explore.
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
8
Action Plan – part one continued
Development Need: Directing performance more effectively and successfully
Reason for choosing
Max characters (750)
Goal
Max characters (750)
Describe the desired new
behaviour in SMART terms
Benefits
Max characters (750)
Describe the benefits
of reaching this goal
As a family medicine resident and future consultant, managing performance
effectively will be critical to improve patient safety, mentor junior colleagues,
and contribute to service excellence.
Across the upcoming six months , I Plan to do structured feedback technique
to improve communication and support my team growth during clinics and
ward rounds, utilizing audit tools to support team performance, while
maintaining greater confidence in leading discussions and holding
colleagues accountable in a supportive and constructive manner.
Improved quality of patient care and safety; stronger, more motivated, and
accountable clinical teams; development of leadership readiness for future
consultant-level roles.
Meeting this goal will enhance patient safety and care quality, Advance team
motivation and
accountability, and better prepare me for leadership responsibilities at the
consultant position
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
9
Action Plan – part one continued
Development Need
Risks
Max characters (750)
Outline any risks that might be
involved in reaching this goal
Obstacles
Max characters (500)
Outline any potential obstacles
How are you going
to over come them?
Max characters (500)
Risk of team members perceiving feedback as criticism; possible resistance
to change when implementing new performance measures.
There is a Risk of team members perceiving feedback as Perceived as
negative judgement
;possible resistance to change when implementing new quality And
performance standard
Limited time in busy clinical schedules; lack of experience in structured
performance reviews may make this area more challenging.
Learn and apply structured feedback models (e.g., Pendleton’s model);
dedicate specific time in clinical meetings for performance review; seek
mentorship from senior colleagues on handling resistance constructively.
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
10
Action Plan – part one continued
Development Need
Resources/
support needed
Max characters (750)
Where available?
Max characters (750)
Mentorship from senior family medicine consultants; NHS Leadership
Academy online modules on managing performance; access to patient
safety/audit data for reflection and improvement.
Hospital/clinic audit team; NHS e-learning modules; consultant supervisors
and multidisciplinary colleagues.
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
11
Action Plan – part two
Action Steps max characters (1000)
Approach
Complete ‘Managing Services’ and ‘Improving Services’
modules on NHS Leadership Academy platform; read
recommended leadership resources.
Experience
Exposure
✔
Observe senior consultants giving structured feedback;
attend management meetings to see how performance
issues are handled.
Audit and feedback
practice by 3 months;
completion of modules by
6 months.
Education
Experience
✔
Target Date
Exposure
Audit and feedback
practice by 3 months;
completion of modules by
6 months.
Education
Review
When will you review your
progress towards your goals?
(Please specify a date).
Review progress with my consultant supervisor and
IMPORTANT!
If you wish to refer back to this document at any point, please save a copy to your computer or print in the
usual way. For confidentiality reasons, the information you have input will not be saved on this website.
Clinical Leadership Competency Framework: Self assessment tool
© 2012 NHS Leadership Academy. All rights reserved.
12
Self-Assessment and PDP Grading Rubric
Criteria
Description of
criterion
Analysis &
Evaluation
Ratings
Points
50 to >39.0 pts
Distinction: A+
Exceptionally
insightful ideas about
future development
with coherent links
throughout
development plan and
comprehensive
appraisal of strengths
and limitations to
achieve objectives.
39 to >34.0 pts
Distinction: A
Strong, concrete
ideas for future
development, with
good coherence
throughout the
document. Insights
into potential
obstacles, future
growth explored.
34 to >29.0 pts
Merit
Good clear areas for
future development
identified and linked to
concepts in the
development plan
29 to >24.0 pts
Pass
General areas for
future development
identified, but further
depth of exploration
required
24 to >20.0 pts
Fail
Some vague or
irrelevant ideas for
future development
provided, but not
evidenced, detailed or
linked to concepts
explored.
20 to >0.0 pts
Serious Fail
No ideas for future
development given
30 to >23.0 pts
Distinction: A+
Exceptional description
of short and long term
goals with extremely
well considered
connections between
person and career
growth
23 to > 20.0 pts
Distinction: A
Strong description of
short and long term
goals with detailed
connections between
person and career
growth
20 to > 17.0 pts Merit
Good description of
short and long terms
goals and why these
are relevant to personal
and career growth
17 to >14.0 pts
Pass
Provides description
of short and long
terms goals in an
appropriate format
with clear
descriptions of each
14 to > 11.0 pts Fail
Vague or irrelevant
goals that are not
linked to career or
personal growth in
the context of the
programme
11 to > 0 pts
Serious Fail
No goals provided
50 pts
30 pts
Communication
& Referencing
Total points: 100
20 to >16.0 pts
Distinction: A+
Assignment guidance is
rigorously interpreted.
Writing is remarkably
articulate and there is
an exceptional, logical,
coherent structure.
Referencing technique
is excellent. Word limit
is adhered to.
16 to >13.0 pts
Distinction: A
Excellent
interpretation of
assignment guidance.
Writing is highly
articulate and there is
a logical, coherent
structure.
Referencing
technique is
excellent. Word limit
is adhered to.
13 to >11.0 pts
Merit
Assignment guidance
is well interpreted. The
writing is articulate and
there is a logical flow
of information
expressed through a
clear assignment
structure. Work is
accurately referenced.
Word limit is adhered
to.
11 to >9.0 pts
Pass
Competent
interpretation of
assignment guidance.
Ideas and concepts
are adequately
expressed. There are
clear attempts to
provide a logical
structure but there are
some inconsistencies
in the approach used.
Referencing
technique is
satisfactory. Word
limit is adhered to.
9 to >7.0 pts
Fail
There are attempts to
interpret the
assignment guidance
but some of these are
flawed. The
assignment lacks a
clear and logical
structure and due to
poor writing skills,
ideas and concepts
are not adequately
expressed. Does not
maintain an accurate
referencing
technique.
Unsatisfactory length.
7 to >0.0 pts
Serious Fail
The assignment
demonstrates little
relevance to the
assessment
guidance. The
assignment lacks
structure and there
is poor use of
language including
several and
recurrent
grammatical and
syntax errors. The
expression of
meaning is very
weak. There are
numerous
referencing errors.
Unsatisfactory
length.
20 pts
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