The NSW Health Leadership Framework - HETI

The NSWHealth LeadershipFrameworkJuly 2013

NSW Health Leadership FrameworkDOMAINS AND CAPABILITIESAchieving outcomes• Building a common vision for future health outcomes• Using outcomes for patients and clients as well as service agreementsto drive performance• Focusing on what makes a difference to results• Being accountable for performance and resources.Developing and leading self• Demonstrating self-awareness• Actively seeking personal growth• Modelling desired behaviours and values• Taking responsibility for own performance and contribution to theservice agreement.Engaging people and building relationships• Facilitating effective team processes• Fostering the development of others• Harnessing talent and diversity• Creating workplace culture environments where people can contribute.Partnering and collaborating across boundaries• Employing a collaborative approach to transforming theorganisation• Mobilising people to undertake collaborative action for service transformation• Creating cross-sectoral collaborations to deliver service agreements• Encouraging fresh insights from diverse sources to foster innovation.Transforming the system• Shaping a preferred future for health service delivery• Demonstrating critical and systems thinking• Assessing and working through resistance and other impedimentsto change• Being politically astute and building support for change.3

NSW Health Leadership FrameworkDOMAINS, CAPABILITIES AND BEHAVIOURAL DESCRIPTORSAchieving outcomesCapabilitiesBuilding a commonvision for future healthoutcomesBehavioural DescriptorsEngages with others to clarify a clear and compelling vision that isambitious but achievableDemonstrates a grounded appreciation of the current state,opportunities and challenges in fulfilling the visionDraws on the vision, assessments of present realities, evidenceand values to inform decision makingUsing outcomes forpatients and clientsas well as serviceagreements to driveperformanceFocusing on whatmakes a difference toresultsBeing accountablefor performance andresourcesCreates shared clarity as to what it means to focus on patientand client outcomes as well as the service agreementDraws forth the fullest contribution of people in achieving desiredoutcomesUses outcome measures and other data to inform and buildmomentum for improvement effortsBuilds shared meaning as to the most critical success factorsAligns effort and resources to support advancement on criticalsuccess factors and key performance indicatorsNotices and acts on factors that might lead to unexpected orunintended resultsDemonstrates self-responsibility and encourages professionalresponsibility in others to achieve high standards, milestonesand resultsDiscerns and makes explicit the contributions of all whencelebrating results achievedSeeks improvements that add value for patients and clients andimprove efficiencyAchieving outcomesDeveloping and leading selfEngaging people and building relationshipsPartnering and collaborating across boundariesTransforming the system4

NSW Health Leadership FrameworkDOMAINS, CAPABILITIES AND BEHAVIOURAL DESCRIPTORSDeveloping and leading selfCapabilitiesDemonstratingself-awarenessActively seekingpersonal growthModelling desiredbehaviours and valuesTaking responsibilityfor own performanceand contribution to theservice agreementBehavioural DescriptorsRecognises and questions own assumptions, attitudes and beliefsOpen to other views and ideas; avoids premature judgmentReflects on own contribution and experienceRecognises and builds on own strengthsActively seeks and acts on feedback including indication of a needfor personal/behaviour change or developmentDemonstrates openness to personal learning and developmentDemonstrates consistency between words and actionsInspires others through personal modelling of the NSW HealthCORE valuesRecognises own emotions and regulates responsesSees own performance in the context of organisational orsystem goalsShapes performance with service to others in mindShows perseverance and resilience in working towards goalsAchieving outcomesDeveloping and leading selfEngaging people and building relationshipsPartnering and collaborating across boundariesTransforming the system5

NSW Health Leadership FrameworkDOMAINS, CAPABILITIES AND BEHAVIOURAL DESCRIPTORSEngaging people and building relationshipsCapabilitiesFacilitating effectiveteam processesBehavioural DescriptorsDevelops team capacity to self-regulate behaviour and achievedesired outcomesHelps team look outwards and actively engage with externalstakeholdersIdentifies, and works through with others, issues and challengesimpacting on team performanceFostering thedevelopment of othersHarnessing talent anddiversityCreating workplacecultures where peoplecan contributeChallenges and supports people to achieve their personal andprofessional goals in line with the service agreementFosters collaborative growth and mutual learning involvingall disciplinesAssists others in developing their own capacity to exerciseleadershipRecognises, acknowledges and values the unique contributionof individualsAchieves creative synergies through harnessing differentperspectivesAssists people to keep an open mind when considering differentviewpointsBuilds a culture of interprofessional collaboration to achieve resultsFacilitates people to apply their strengths towards desiredoutcomesIdentifies and helps remove obstacles impacting on performanceAchieving outcomesDeveloping and leading selfEngaging people and building relationshipsPartnering and collaborating across boundariesTransforming the system6

NSW Health Leadership FrameworkDOMAINS, CAPABILITIES AND BEHAVIOURAL DESCRIPTORSPartnering and collaborating across boundariesCapabilitiesEmploying acollaborative approachto transforming theorganisationMobilising peopleto undertakecollaborativeaction for servicetransformationCreating crosssectoralcollaborationsto deliver serviceagreementsEncouraging freshinsights from diversesources to fosterinnovationBehavioural DescriptorsDisplays the courage to venture and operate beyond formalpositional or disciplinary boundariesLooks for and acts on opportunities for joint action in workingthrough difficult challengesRecognises and constructively challenges organisational culturalnormsInspires collaborative behaviour in others through own exampleBrings people together across system boundaries to shape newservice directions and possibilitiesExamines and helps overcome impediments to collaborativeactionFinds common ground with stakeholders as a basis for creatingnew valueResponsive to the cultural realities and interests of partnerorganisationsLeverages different areas of knowledge and expertise toproductive effectFosters an environment of inquisitiveness, creativity andexperimentationEncourages and supports shared inquiry through exploringmeanings and assumptionsValues relationships as a key to initiating, activating, andembedding innovationAchieving outcomesDeveloping and leading selfEngaging people and building relationshipsPartnering and collaborating across boundariesTransforming the system7

NSW Health Leadership FrameworkDOMAINS, CAPABILITIES AND BEHAVIOURAL DESCRIPTORSTransforming the systemCapabilitiesShaping a preferredfuture for health servicedeliveryDemonstrating criticaland systems thinkingAssessing andworking throughresistance and otherimpediments tochangeBeing politicallyastute and buildingsupport for changeBehavioural DescriptorsBrings to the surface and constructively challenges currentparadigmsSeeks out and utilises new information, research findings andideas relevant to health care deliveryDraws forth and stimulates ideas and intelligence for changeWorks with ambiguity and uncertainty; avoids over-simplificationAdopts a systems perspective, seeing the context, connectionsand interrelationshipsFrames the challenge of change, drawing on the perspectives ofpatients, clients and other stakeholdersSeeks to appreciate the issues and interests, includingunderlying aspects, as they appear to othersExplores others’ concerns and tests interpretations with themFrames solutions that take into account the legitimate needsand aspirations of relevant partiesUses influence positively throughout the systemFacilitates shared leadership for changeActively supports local ownership of health reformAchieving outcomesDeveloping and leading selfEngaging people and building relationshipsPartnering and collaborating across boundariesTransforming the system8

NSW Health CORE ValuesThe Health Education and Training Institute (HETI) undertakes a central role in supporting theNSW Health system in its education and training requirements.HETI works closely with local health districts, pillar organisations, specialty health networks andother public health organisations as well as health education and training providers to ensurethe development and delivery of health education and training across the NSW Health system.HETI is committed to working according to NSW Health CORE values:C CollaborationO OpennessR RespectE Empowerment9

For further information contact:HETI Leadership UnitTel. (02) 9844 6551Fax. (02) 9844 6544info@heti.nsw.gov.auBuilding 12Gladesville HospitalGLADESVILLE NSW 2111Locked Bag 5022GLADESVILLE NSW 1675www.heti.nsw.gov.au

© Health Education and Training Institute NSW 2013ISBN 978-1-74187-820-2