Blair McPherson
Blair McPherson was until recently a senior manager in a large local authority. He is the author of People Management in a Harsh Financial Climate, published by www.russellhouse.co.uk
CommentThe NHS has a grey management problem
NHS organisations risk creating “grey managers” who become skilled at absorbing pressure and managing around problems, rather than challenging the causes of dysfunction
CommentCan care integration cure ‘shitty life syndrome’?
Introduced by the chief executive of the primary care trust as the director “from social services”, I was a regular attender at GP-dominated meetings of those responsible for primary and community health services.
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Leaders are replaced by managers and managers are replaced by administrators
People who do what they are told to do
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It's a funny old game
Comparing NHS trusts to premiership football clubs tells you just how much trouble we are in.
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Open, Honest and Transparent
So how should managers behave in an organisation which aspires o be open ,honest and transparent
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Chief executives don't have tattoos or do they ?
The average tenure for a chief executive in the NHS is 18 months! What's the motivation?
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Five Myths about the Austerity Diet
What sort of weight loss diet involves hacking off a limb? The public sector austerity diet.
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The Amazon Jungle
If it works for Amazon then using some of their management tools and with the total backing of the board why would it not work in the NHS.
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Same circus different clowns
Organisation Change fatigue leaves staff exhausted, burnt out, cynical and ineffective
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Just like True Detective
Some meetings can leave you asking what was that all about and yet the chair proclaims it was useful, every one appears to agree yet makes a mental not to send a sub next time.
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How the game is played
Experience and skill are not enough you need to know how the game is played if you want to succeed
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To Kill a Mockingbird
The young may need their heroes but the rest of us should be wise enough to set our expectations at competent leadership.
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The NHS doesn't do sorry
Whether its managers fearing legal proceedings or clinicians protecting an image of infallibility the result can be a reluctance to apologise for any mistake.