Please note, this information is now for archive purposes - nominations closed on 14 October 2016.
Do you work with an individual or team who places quality and people at the heart of everything they do? Are they innovative and value their partners while actively mentoring the next generation of Health and Social Care leaders? Are they tireless in changing the system for the benefit of all? If so, they could be the inspirational leader we are looking for!
This person is a role model who understands the importance of developing diverse talent and is determined in their actions to achieve the objectives of their role. This award is for any member of staff who, through their embodiment of NHS values, inspires others to achieve great things.
Please answer the following questions by giving suitable examples of how the nominee(s) demonstrated leadership qualities in their work, words or actions. We have made some suggestions of examples you might give; do feel free to use any others which you believe answer the question.
Download the nomination form linked at the bottom of this page and fill out the answers to the following questions. Return the form via email to Leadership.Enquiries@yh.hee.nhs.uk before the deadline of 4pm on the 14 October for your nomination to be eligible. Please see the quick guide and FAQs documents at the bottom of this page to download, for hints and tips to help you make your nomination.
Inspirational Leader Award 2015 Finalists with Philip Lewer, Chair Leeds South and East CCG, Diana Greenfield, Consultant, Sheffield Teaching Hospitals NHS Foundation Trust, and host Colin Jackson CBE.
Q1 Are they renowned for putting quality care and patient safety at the heart of service delivery or service commissioning? This may be shown through examples found in:
- Patient/ Service User feedback
- Stories of how they take courageous challenges for the benefit of the service
- They show initiative and responsibility to ‘put things right’ outside of their remit when others fear to act
Q2 Are they known for developing their shared vision and purpose, creating a with the available resources for service delivery or service commissioning? This can be demonstrated with evidence of:
- Quotes/ comments given in staff or organisation feedback
- Examples of consultations with staff
- Stories of time spent ensuring staff or organisations are engaged, involved and a part of decision making
Q3 Do they influence and work with a range of partners, whilst mobilising and energising others with their vision for change and inspiring confidence in the future? Examples of this are:
- They led on a project with a number of partners or a team, including what the aims of the project were and how each objective was met
- They engaged staff during challenging times
- They describe future changes in a way that inspires hope, and reassures staff, patients and the public
Q4 Do they have the ability for spotting talent and support emerging leaders with enthusiasm, honesty and authenticity? This may be demonstrated through:
- They offer opportunities for team members to take up further learning such as leadership development through your NHS Leadership Academy Leadership Development Partner or NHS Leadership Academy programmes
- They offer opportunities for team members to take up informal learning such as shadowing or work experience
- They show commitment to the development of those around them, such as ensuring time to study/ learn is made available or other examples of being supportive.
Q5 Do they demonstrate inclusive leadership? Examples of inclusive leadership may be:
- They are an ambassador, advocate or ally for the under-represented or unheard. They may be part of, or run, a network or representative committee and unlock potential through their development of inclusive services and in the process help to shift their organisation’s culture
- They inspire by helping others ‘be themselves’, demonstrating an interest in and treating all with compassion, care and professionalism regardless of who they are, background, or job role. This may be seen through staff and/or patient feedback/surveys or be from your own experiences of working with them
- They ‘call out’ bias, exclusion and discrimination when and wherever they see it, enabling teams, services, organisations and systems to continually develop inclusive practices, modelling conscious, intentional, inclusion