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The NHS Management and Leadership Framework, developed in partnership with the Chartered Management Institute (CMI), introduces a national, professional standard for leadership across health and social care.
Drawing on CMI’s expertise in accredited management development, the framework establishes clear expectations, competencies, and training pathways for managers at every level. It recognises that many NHS managers currently step into leadership roles without formal preparation, and it emphasises the need for consistent, high‑quality development to improve culture, performance, and patient outcomes. This framework positions this training as essential for anyone responsible for leading people, services, or systems within the NHS, ensuring managers are equipped, supported, and aligned to a common national standard.
This programme is designed for current and aspiring senior leaders across the healthcare sector. Delivered by experienced leadership development professionals with deep NHS and private sector expertise, it offers a powerful blend of strategic theory, personal development, and practical application.
Over three interactive learning days, participants will explore the role of leadership in navigating today’s complex healthcare challenges. The curriculum covers core leadership models, healthcare-specific frameworks, organisational culture, strategic planning, innovation, and leading through change.
A person-centred coaching approach underpins the programme, enabling leaders to apply learning directly to their roles.
Learning Outcomes
Understanding Self as a Senior Strategic Leader:
Leading Organisational Performance:
Leading Strategic Change:
Post Programme
Post-programme support includes:
Accreditation Process
Learners are required to complete 2 formal submissions in the first 12 – 18 months to achieve the accreditation. You will have 3 years of CMI membership, so if you need to resubmit for any reason, you have plenty of time.
Unit Number & Credit Value (CV)
Unit Title
Assessment Method
712
To pass this unit learners will identify and undertake a strategic management project of their own choosing. Leaders will develop a business case, propose a research design to inform the project’s direction and recommend project management methods and tools to structure the delivery of the project. Leaders will report on project outcomes and reflect on the skills and behaviours which ultimately influence the success of the strategic management project.
Propose a business case, research design and project management proposal before conducting and reporting on the findings of a strategic management project.Word Count: 4,000–4,500
714
To pass this unit leaders will critically reflect on the interrelationship between the skillset and mindset to develop as a strategic leader and exploring their own personal, interpersonal and professional competencies and behaviours to lead strategically and deliver impact.
Reflective Journal and Personal Development Plan.Word Count: 3,500–4,000
In addition to Trust/ Organisation Funding, we welcome ELCAS Funding, self-funders, and can provide flexible payment plan options.
Please select your preferred date.
Bucks Health and Social Care Academy
Buckinghamshire Health & Social Care Academy
Day 1 - Awareness Of Self As A Strategic Leader
9:15am: Welcome, introductions and check in (Me, Us, System)(30-45 minutes)
9:45am: Explore leaders who inspire us. Break out groups and debrief in large group (TPWY – seen, heard and recognized) (30 minutes)
10:05am: Differences between leadership and management.
10:30am: - BREAK
10:45am: Advantages and disadvantages of each leadership style.
11:45am: Reflective practitioner – take five minutes individually to reflect on own leadership style and identify what you want to change and sharpen up leadership edge. Then in pairs take 10 minutes to discuss what your PDP looks like (this will be fluid and will be developed throughout the programme). In classroom use post it note onto the comfort, stretch and overwhelm model/ online – use the ‘chat’.
12:00pm: Introduction into Transactional Analysis.
1:00pm - LUNCH
1:45pm: Managing triggers and ruptures through an understanding of enactments. What is your core script enactment?
2:15pm: In pairs work through a trigger event curiously and compassionately. How could you have applied the Winner’s Triangle more?
2:45pm - BREAK
3:00pm: Values - what are values and where do they come from? Lifeline demonstration and individual exercise.
3:30pm: Share lifeline in pairs and coach each other to connect with emerging values (what was there/what was missing) – add in results from Values in Action survey.
4:00pm: Group reflections and review of PDP in reflective journal.
4:15pm: DAY END
Day 2 - Strategically Leading Others
9:15am: Check-In & Reflections
9:30am: Discover personal purpose and what drives how you choose to lead others.
10:00am: In pairs practice presenting three key moments that have shaped who you are and the emerging values and purpose that signify what is important to you.
10:30am - BREAK
10:45am: Introduction into Situational Leadership (exercise around over/under supervision and diagnosing development level.
11:45am: Coaching to empower others. Theory and exercise (TGROW exercise to be business case/project)
1:45pm: Five functions of a team and how to develop these (trust and visioning exercise)
3:00pm: Each individual speaks from the heart about the key experiences that have shaped who they are today and what they stand for (purpose and values)
4:15pm - DAY END
Day 3 - Leading Strategic Change In The Health & Social Care System
9:15am: Check-In & reflections.
9:30am: Introduction to the change curve and consider and understand stressors in a VUCA (Volatility, Uncertainty, Complexity, Ambiguity) world.
9:45am: Explore ways to build relationships with wider partners to improve service user experience (Systems mapping and Integrated Neighbourhood Teams (INT))
10:45am: Apply models to identify internal/external drivers of change (Sailboat exercise) – get them to draw their own (need paper, coloured pens, post it notes)
11:45am: Managing Transitions, ADKAR model, Change Curve.
1:45pm: PESTEL analysis (link this to their business case and go around the room highlighting considerations), and Comprehensive Personalised Care Model.
E.g. In Reading Central 75% of White British men opted to take their Covid vaccine booster whereas only 18% Asian men did.
E.g. In Buckinghamshire, there are six areas.
We want to look at preventative measures through interconnected communities of the future.
3:00pm - BREAK
3:15pm: Speeding dating feedback, individual action learning (update PDP) and check out with key takeaways and next steps.
4:00pm - DAY END
