Senior Leaders are a key component of all types of business model where there is a workforce to lead, manage and support. The broad purpose of the occupation is to provide clear, inclusive and strategic leadership and direction relating to their area of responsibility within an organisation. Typically, this involves setting, managing and monitoring achievement of core objectives that are aligned to the overall strategic objectives of their organisation’s Board (or equivalent).
This occupation is found in small, medium and large organisations in the public, private or third sectors including health, finance, engineering, manufacturing, business and professional services, education, retail, leisure, technology and construction.
In a smaller organisation they are also likely to contribute to the execution and achievement of these strategic objectives. A Senior Leader influences at a higher organisational level, including sometimes at Board (or equivalent) level, and sets the culture and tone across their area of responsibility. They may work in varied environments including in an office, onsite, or remotely and demonstrate a high level of flexibility and adaptability to meet the needs of the organisation.
Depending on the size of their organisation, a Senior Leader may be responsible for reporting results relating to their area of responsibility to a Board, trustees, shareholders, executive team or to other senior management within the organisation.
- Taught Blended Workshops
- Named Assessor
- Assessment of practice
- Portfolio of evidence produced
- Dedicated resources
- Set the overall strategic direction of their area of responsibility in partnership with the Board (or equivalent), encouraging employees to buy into the organisation’s vision.
- Lead on the development and critical review of operational policies and practices within their area of responsibility, to ensure they are aligned to the needs of the organisation and remain fit for purpose and sustainable.
- Lead and influence agreed projects to deliver organisational strategy such as change and agile transformation programmes, diversification, new product implementation, and customer experience improvement.
- Make decisions about organisational resource requirements (budgets, people, technology) based on strategic insight and reliable evidence.
- Lead and respond to crisis management, assessing the risks and opportunities which could affect business/department performance, and finding solutions that meet the needs of both the organisation and its customers/stakeholders in a responsible and ethical way.
- Lead people development including talent management, succession planning, workforce design, and coaching, and mentoring arrangements for people within their area of responsibility.
- Promote an ethical, inclusive, innovative and supportive culture that generates continuous business improvement.
- Report to the Board (or relevant governance/management structure) on the progress of their operational activities towards achieving business goals.
- Cultivate and maintain collaborative relationships with key senior internal and external stakeholders to influence key decision makers as appropriate.
- Shape the approach to external communications for their area of responsibility and ensure it aligns with any wider organisational communications strategy
- Proactively keep up to date with social, economic and technological trends and developments relevant to their area of responsibility and wider organisation, and promote innovation to address changing requirements and to take advantage of new opportunities.
- Ensure that their area of responsibility is compliant with internal governance, such as any assurance framework requirements, and with external governance, such as any regulatory and statutory requirements.
This standard aligns with the following professional recognition:
- Chartered Management Institute for Chartered Manager or Chartered Fellow individual member grade
- The Institute of Leadership for Management for Fellow member grade
