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Healthcare Leadership Academy

Leadership ModelSenior Leader

2 | Leadership Model Senior Leader

Leadership Model Senior Leader | 3

Leadership Model Introduction:

We at the Healthcare Leadership Academy strongly believe that our greatest strength lies in our people. This is why leadership development is a central pillar of our transformation.

This guide serves to equip employees in the Kingdom of Saudi Arabia healthcare sector with a clear understanding of the desired behaviours that should serve as the core fabric of our daily work and interactions. By embodying these behaviours, we will create a more effective working environment for our colleagues and patients; and by understanding the expectations laid out in the Leadership Model, employees will be better positioned to drive their own personal development and to coach and develop their teams.

The Leadership Model is structured around two central pillars, Accountability and Care. It is further broken down into five leadership themes and 18 behaviours, providing clear examples of the conduct the organization encourages. It details expected behaviours at three levels:• Individual Contributor • Team Leader (defined as someone who manages others)• Senior leader (defined as someone who manages others who manage others)

Employees should aim to demonstrate behaviours and competencies from the level matching their own position, while always looking to develop those from levels The Leadership Model has been developed based on best practices from around the world, together with the latest research in Organizational Behaviour and Behavioural Psychology. It was refined with input from leaders from across the Saudi Healthcare ecosystem and tailored specifically for our workforce. This version of the Leadership Model will continue to evolve over time to ensure we are continuously anchoring on values and behaviours that are important and relevant to our journey.

As we progress in this game-changing transformation, which will reshape the way healthcare is delivered in the Kingdom, you will continue to be the most critical part of this transformation.

To support the performance management process and drive a consistency of expectations across the system, we intend to develop a 360 leadership feedback tool directly linked to the leadership framework and competencies. In the meantime, we would like to encourage reference to the leadership model when it comes to the annual appraisal cycle. That includes how well are you doing across the domains for your stage and your role and what you might need to develop further.

Finally, we hope you will embrace this Leadership Model as a guide for your interactions with your colleagues and patients.

Leadership Model

Leadership model

Cares forpeople

Care

Accountability

Leads theway

Collaborates across the system

I engage in the desired change, boldly and courageously � Readily embraces change, role models

new way of working, and inspires others to do the same

� Links day to day work to greater organization’s vision and mission

� Helps Shape decisions, and fully commits once decision is taken

� Demonstrates resilience in times of challenge

We respect and care for self and others � Strives to better understand self and

grow � Acknowledges and values the time and

effort of others � Supports and brings out the best in

others � Evaluates colleagues transparently and

merit based


Leadership model

Accountability

Drives for

value

Collaborates across the system

Puts patients first

I hold myself and others accountable to deliver in respective areas of responsibility � Makes fact-based decisions following

a structured process, using data where possible

� Communicates expectations and results effectively

� Takes ownership and delivers on commitments efficiently, and on time

� Consistently follows up and holds colleagues accountable in a fair and just way

Every action I take has the patient in mind � Displays empathy with patients � Fulfils professional obligation to bring the

best care to patients � Constantly improves patient care – in own

department and beyond

We work effectively together to achieve more as a team � Fosters trust and empowers � Facilitates inclusive and productive team

collaboration � Effectively engages the relevant

stakeholders at the right time


Cares for people: Senior Leader Behavior Below expectations Meets expectations Exceeds expectations

Strives to better understand self and grow

� Sometimes seeks out feedback from others, responds to feedback from senior managers but not from peers or juniors

� Makes little or no effort to learn new skills or develop current skills

� Regularly seeks out and acts on feedback from others, encourages junior colleagues to seek out and act on feedback too

� Proactively1 seeks extra training to develop skills when possible, regularly uses current and new responsibilities as a way to develop skills

� Consistently seeks out and acts on feedback from across the organization, inspires others to seek out and act on feedback, creates a working environment that prizes feedback, leading to a highly successful organization

� Proactively seeks further training to develop self, inspires others to continue growing and developing, and coaches others on how to use current and new responsibilities to develop skills

Acknowledges and values the time and efforts of others

� Sometimes makes unreasonable demands on team’s time and efforts, is not always conscious of burden of work on others

� Is sometimes late to meetings and/or to respond to requests/emails

� Does not notice or acknowledge junior colleagues for their time and efforts

� Is fully conscious of burden of work, rarely makes unreasonable demands, and intervenes with team leaders to ensure demands on others are reasonable

� Shows great respect for timeliness in showing up on time and responding to requests/emails, holds junior colleagues to account as well

� Notices and acknowledges time and efforts of all colleagues, recognizes them for it, creates a working environment where others feel appreciated

� Is fully conscious of burden of work, rarely makes unreasonable demands, creates an environment where everyone is respectful of others’ time

� Shows great respect for timeliness in all areas, inspires team leaders to show and encourage similar respect for timeliness

� Is considered a role-model for noticing and acknowledging others’ contributions, Coaches team leaders on it, and creates a working environment where all colleagues feel acknowledged and appreciated

1 Acting in anticipation of future problems, needs, or changes (Mirriam-Webster)


2 Actions/events that cause an intense negative reaction

Supports and brings out the best in others

� Makes little or no effort to understand junior colleagues’ goals and needs

� Provides little or no feedback or coaching to junior colleagues

� Does not create opportunities for high-performing junior colleagues to shine

� Is frequently unaware of others’ feelings and triggers2

� Understands junior colleagues’ goals and needs, and tailors coaching and management style to them

� Provides regular constructive/actionable feedback and proactively looks for opportunities to coach junior colleagues

� Regularly creates step-up opportunities for high-performing junior colleagues to shine, tailoring opportunities to individuals

� Is consistently aware of others’ feelings and triggers and adapts behavior accordingly, coaches junior colleagues to act similarly

� Fully understands junior colleagues’ goals and needs, tailors coaching style to them, inspires and encourages team leaders to tailor their coaching style similarly

� Provides regular constructive/actionable feedback, coaches and inspires team leaders to do similarly with their teams

� Creates a working environment where leaders are expected to create opportunities for junior colleagues to shine and where junior colleagues feel highly valued

� Inspirational, empathetic leader who is consistently aware of others’ feelings and adapts behavior accordingly, inspires team leaders to act similarly with their teams

Evaluates colleagues transparently and based on merit

� Doesn’t consistently follow correct procedures, can be influenced by outside factors when making evaluation, promotion, and/or compensation decisions

� Is usually able to hold difficult conversations with junior colleagues

� Can usually explain procedures used in evaluation, and show how all junior colleagues have been evaluated fairly

� Makes evaluation, promotion, and compensation decisions solely based on merit, follows correct procedures for evaluating, and ensures others do the same through encouragement and correction

� Holds difficult conversations and turns them into a way to build trust and mentoring relationships with junior colleagues

� Can consistently explain evaluation procedures, show how all junior colleagues have been evaluated fairly and equally, and holds team leaders to account for this

� Creates environment of trust and procedural transparency where all employees have confidence evaluation, promotion, and compensation decisions are solely based on merit

� Is comfortable holding difficult conversations with colleagues across the organization, is known as an inspiring leader who can coach others to use difficult conversations to build trust and mentoring

� Can consistently show how all junior colleagues have been evaluated fairly and equally, articulates vision of fairness and transparency across the organization


Behavior Below expectations Meets expectations Exceeds expectations

Displays empathy1 with patients

� Doesn’t always seek or listen to patient feedback

� Rarely makes patients feel at ease or makes efforts to understand their concerns

� Often doesn’t explain issues clearly or help patients take control of their health

� Proactively seeks out and acts on patient feedback, shows interest in the patient as a person; coaches and encourages junior colleagues to do the same

� Demonstrates to junior colleagues the importance of making patients feel at ease and understanding patient concerns through actions, stories, and instructions

� Explains issues clearly, helps patients make a plan and take control of their own health, coaches junior colleagues to do likewise and gives them opportunities to practice and grow

� Inspires junior colleagues to seek out and act on patient feedback, leading to a working atmosphere where all junior colleagues do so as standard

� Creates an environment throughout the organization where patients are made to feel at ease, leading to higher patient satisfaction in the organization

� Promotes environment where patients feel in control of own health; encourages and coaches team leaders to ensure all patient-facing employees explain issues clearly to patients

Fulfills professional obligation to bring the best care to patients

� Rarely or never promotes evidence-based medicine2 throughout the organization

� Does not encourage others to put the patient first

� Does not embrace or encourage improvements to systems, tools, or processes to improve patient care

� Consistently promotes evidence-based medicine throughout the organization, holding self and others accountable as relevant

� Creates a working environment where the patient is consistently considered above all else through inspiration, encouragement, and enforcement

� Designs, leads, and engages with improvements to systems, tools, and processes to improve patient care

� Champions evidence-based medicine throughout the organization, putting in place processes to ensure it is followed whenever possible

� Creates a working environment where the patient is considered above all else; publicizes and projects this environment, building a reputation for patient-centricity both internally and externally

� Champions improvements to systems, tools, and processes to improve patient care throughout wider organization, leading to noticeably improved patient care

Puts patients first: Senior Leader

1 Deep understanding and feeling/experiencing2 Medical treatment based on respected, peer-reviewed medical research


Constantly improves patient care, in own department and beyond

� Does not make use of accepted measures of patient satisfaction/ experience

� Often doesn’t know how to address patient satisfaction/experience

� Rarely shares best practices with team or across departments

� Consistently uses accepted measures of patient satisfaction/experience and coaches junior colleagues on the importance of patient experience

� Develops initiatives to address patient satisfaction/experience and develops plan to put them into action; uses own initiatives and experiences as ways to coach junior colleagues

� Regularly shares examples of best practice across organization

� Champions accepted measures of patient satisfaction/experience throughout the organization, encouraging and coaching junior colleagues on its importance

� Develops and leads large-scale initiatives to raise patient satisfaction/experience throughout the organization

� Regularly shares examples of best practice across the organization and puts in place measures to ensure junior colleagues do likewise



Makes fact-based decisions using a structured process

� Rarely looks for relevant data, does not value data when making decisions, is not able to detect biases1, mistakes, or falsehoods effectively in data

� Does not apply an objective, fact-based, and rational approach to analysis and decision making

� Is often unable to explain decisions and decision-making process to colleagues when asked

� Values good data and analysis, regularly demonstrates value of good data and analysis to others; is able to detect biases, mistakes and falsehoods and coaches others on how to do the same

� Encourages junior colleagues to adopt an objective, fact-based, and rational approach to decision-making through actions, instructions, and examples

� Is fully able to explain decisions and decision-making process to others; uses explanations as a way to deepen relationships and coach junior colleagues

� Successfully promotes a culture of analysis and insight-driven decision-making throughout the organization

� Advocates for an objective, fact-based, and rational approach to decision-making throughout the organization, and sets the example in own analysis and decision-making activities

� Is recognized as a role-model for decision-making and explanation throughout the organization, clearly communicates decisions to sizeable audiences, both internal and external; articulating decisions and decision-making process clearly and simply

Fulfills professional obligation to bring the best care to patients

� Does not communicate clearly and concisely in verbal and written form, resulting in misunderstandings

� Cannot conduct results-oriented meetings effectively with clear outcomes

� Raises team efficiency by communicating clearly and concisely in both written and verbal form and holding junior colleagues to account for the same

� Consistently conducts results-oriented meetings efficiently and effectively, leading to clear and actionable outcomes and results noticed by others

� Is known as a highly effective communicator, regularly communicating to sizeable audiences, both internal and external, using clear and concise language

� Empowers and coaches teams to conduct results-oriented meetings efficiently and effectively, leading to clear and actionable outcomes throughout the organization

Drives for Value: Senior Leader

1 Systematic errors in data


Delivers on commitments effectively and on time

� Avoids making clear commitments with clarity on deadlines and content expectations

� Stops working on task when faced with difficult obstacles

� Does not deliver agreed work on time and to the required standard

� Maintains a clear view of junior colleagues’ commitments and proactively helps them make progress, fostering a strong sense of ownership by all junior colleagues

� Anticipates when junior colleagues may be faced with obstacles and proactively steps in to assist as needed, coaches junior colleagues to overcome obstacles

� Fosters a team culture where junior colleagues are inspired to over-deliver on a consistent basis

� Demonstrates unquestionable commitment to delivering tasks and projects; is known widely as one of the most committed colleagues at the organization

� Is known through the organization as a leader who can overcome any obstacle; inspires ethos of achievement despite challenges through organization

� Promotes a culture of excellence, by continually raising standards and equipping teams appropriately

Consistently follows up and holds colleagues accountable in a fair and just way

� Does not follow up on inputs required, resulting often in delays

� Rarely collaborates with junior colleagues to ensure timely delivery on commitments

� Does not help team plan, does not prioritize work, and does not hold junior colleagues accountable to the plan

� Maintains a strong track record of accountability and builds organization reputation as one that “gets things done”

� Consistently collaborates with junior colleagues to ensure timely delivery on commitments, even when under pressure; encourages junior colleagues to do likewise

� Proactively helps junior colleagues plan and prioritize work and coaches them; proactively works to unblock obstacles in the team’s way

� Elevates the organization’s sense of accountability by establishing a pattern of regular check-ins and holding junior colleagues to account

� Inspirational leader who does not deem any task too small; regularly collaborates with junior colleagues to ensure timely delivery and inspires others to do the same

� Promotes a collaborative culture of coherent teamwork, coaching and encouraging teams to plan and prioritize work effectively



Fosters trust and empowers

� Does not treat others with dignity and respect

� Rarely or never admits fault or asks for help when needed

� Does not match actions to words

� Does not involve others in decision-making

� Creates an atmosphere of trust and mutual respect in the team by consistently treating others with dignity, politeness, and respect

� Is known by junior colleagues as an honest colleague who humbly admits to faults, gracefully asks for assistance when needed, and encourages junior colleagues to do the same

� Matches actions to words and holds self to account publicly

� Involves others in decision-making and regularly delegates decisions to other junior colleagues; avoids micro-managing

� Is known for inspiring an atmosphere of trust and mutual respect across the organization by consistently treating others with dignity and respect, and encouraging others to do the same

� Creates a working environment where all colleagues trust one another, and feel safe admitting to fault and asking for assistance

� Matches actions to words and holds self to account publicly, creating an atmosphere of honesty throughout the organization

� Actively seeks out others’ involvement in decision-making; openly delegates decisions down to the most appropriate level, inspires team leaders to do the same

Facilitates inclusive and productive team collaboration

� Does not always lead team discussions in an open or collaborative way

� Does not accept differing opinions or seek to understand reasoning

� Does not allow all voices to be heard and respected in group discussions

� Leads team and department discussions in an open and collaborative way, while remaining results-driven

� Actively encourages differing opinions in team discussions. Understands reasoning and create win-win solutions

� Ensures all voices are heard and respected in group discussions, particularly from minority groups, inspires junior colleagues to do the same

� Leads open, collaborative, and results-driven team and department discussions, is a role-model leader that others strive to be like when leading team discussions

� Actively encourages differing opinions; seeks to understand reasoning and create optimal solutions; promotes a culture of openness throughout the organization

� Ensures all voices are heard and respected in group discussions, inspires a culture of inclusivity and participation throughout the organization

Collaborates across the system: Senior Leader


Effectively engages the relevant stakeholders at the right time

� Is not aware of junior colleagues’ strengths; does not draw on people’s strengths to deliver results

� Does not engage the right stakeholders across the MOH system on relevant items,

� Does not coordinate with counterparts in other departments in order to stay aware of relevant issues

� Is not able to persuade or inspire colleagues and outside stakeholders, rarely or never appeals to higher ideals of others

� Knows and regularly draws on knowledge or skills of junior colleagues to deliver results, inspires them to use the experience as a chance to learn and develop professional relationships

� Engages the right stakeholders across the MOH system on relevant items, understands their needs and works together effectively; coaches junior colleagues to do the same

� Maintains deep, strong relations with counterparts in other departments. Consequently, is known to be up-to-date on all relevant issues

� Is consistently able to persuade or inspire colleagues and outside stakeholders, often appeals to higher ideals of others, coaches junior colleagues to do the same

� Creates an environment in which colleagues across the Ministry draw on one another’s strengths in a collaborative effort to deliver results

� Consistently engages the right stakeholders across the MOH system on relevant items, and works together effectively; ensures own department is known throughout the organization for being open and engaging effectively

� Is known to be one of the most connected people in the organization, and is consistently up-to-date on all relevant issues,

� Is consistently able to persuade or inspire colleagues and outside stakeholders, successfully appeals to higher ideals of others, inspires and empowers others in developing their communication skills



Readily embraces change, role models new way of working, and inspires others to do the same

� Actively encourages colleagues to have a positive attitude towards change, talks with optimism and passion about the future

� Does not coach junior colleagues how to adapt to new ways of working

� Offers creative suggestions of ways in which the organization can change or develop improved work processes, and gets involved in change efforts

� Inspires junior colleagues to have and maintain a positive attitude towards change, talks passionately and with optimism about the future

� Readily coaches junior colleagues how to adapt to change, making a noticeable difference in their confidence and ability to adapt to new ways of working

� Designs and implements department-level change efforts and improved work processes

� Inspires colleagues across the organization to have a positive attitude towards change, talks with optimism and passion about the future

� Regularly coaches colleagues across the organization how to adapt to change, contributing to an organization-wide readiness to accept change and new ways of working

� Confidently designs and leads organization-level change efforts and improved work processes

Links day to day work to greater organization’s vision1 and mission

� Is not fully aware of wider organization’s vision and mission

� Rarely discusses greater organization’s vision or own role within it

� Prioritizes own goals and needs over wider organization goals and needs, makes little effort to achieve organization’s goals

� Fully understands the wider organization’s vision and mission, champions them to junior colleagues and encourages junior colleagues to support them

� Regularly discusses greater organization’s vision and team role within it; encourages others to engage likewise through actions, stories, and instructions

� Balances own goals and needs with wider organization’s goals and needs and creates win-win initiatives that noticeably advance both aims

� Creates regular opportunities for colleagues across the organization to increase awareness of the organization’s vision and mission; encourages them to champion the vision and mission

� Regularly discusses greater organization’s vision and mission, tracks progress towards achieving them, and inspires junior colleagues to engage likewise

� Actively aligns own goals with wider organization’s goals and needs, designs and leads initiatives that noticeably advance organization’s aims

Leads the way: Senior Leader

1 Clear image of what the organization should be in the future


Helps Shape decisions, and fully commits once decision is taken

� Does not engage in discussions around the direction or goals of the department

� Rarely tries to shape decisions around the department except to make own life easier

� Does not take ownership of agreed group outcomes if not aligned with own views

� Often initiates discussions around the direction and goals of the department, making them come alive to colleagues through stories, tips, actions, and instructions

� Makes clear efforts and succeeds in shaping decisions around the department for the benefit of all

� Actively takes ownership and responsibility of agreed group outcomes, even if not aligned with own views, and seeks to add value in the new direction; sees self as “owner” of the group outcomes

� Regularly initiates and leads discussions around the direction and goals of the wider organization, leading to beneficial changes

� Is known by colleagues across the organization as a key individual in shaping decisions around the organization for the benefit of all

� Coaches colleagues across the organization on developing an “ownership” mindset, encouraging them to take ownership and responsibility of agreed group outcomes, even if not aligned with own views, and seek to add value in the new direction; seeing themselves as “owners” of the group outcomes

Demonstrates resilience in times of challenge

� Shows little understanding of own triggers of stress and how to mitigate them

� Ignores concerns of work lifestyle from junior colleagues

� Panics and/or treats others badly when under pressure or stressed, doesn’t have control of own emotions

� Gives up easily when faced with challenges

� Shows mastery over own triggers of stress, effectively managing them, and coaching junior colleagues on their triggers of stress

� Listens and responds to concerns of work lifestyle from junior colleagues; finds ways to manage lifestyle for junior colleagues

� Remains calm, collected, and fully in control of own emotions in all situations; is an inspiration to others in times of stress or pressure; helps junior colleagues learn how to stay calm during times of stress or pressure

� Continues in the face of challenges, achieving noticeable results and inspiring others to do the same through own behavior

� Shows mastery over own triggers of stress, effectively coaches colleagues across the organization on managing their triggers, inspires an atmosphere of resilience across the organization

� Actively promotes a healthy, balanced work lifestyle for colleagues across the organization; coaches team leaders on how to achieve and support balanced lifestyles

� Is an inspiration to others in times of stress or pressure, remaining calm, collected, and fully in control of own emotions in all situations; coaches colleagues across the organization to act likewise

� Inspires a culture of perseverance across the organization through actions, stories, tips, and support


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