All Leadership articles – Page 207
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CommentNicky Spencer on facing NHS changes
Unprecedented levels of change and uncertainty are facing us all. Whatever the scale, political or economic, sector or service, organisational or personal, everyone is awaiting or experiencing unrest.
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HSJ KnowledgeBook Review: Words from the ‘Whys’
McDonald’s chief people officer gives his wisdom freely, says Michael Moran
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NewsPM's pay advisers say senior pay should sometimes be cut
Approximately 5,600 public sector staff earn more than £150,000 a year, the government’s advisory body on senior pay has said.
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HSJ KnowledgeNHS mergers: master the art of joined up thinking
Merger is a course of action that will only succeed if its aims are clearly defined from the start, warns Phil Kenmore
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NewsAmbulance system backed despite death
Ambulance bosses have reassured the public the systems used to dispatch emergency vehicles are up to scratch after it was revealed that a woman died when the ambulance sent to her was diverted to another incident.
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HSJ Partners
Viewpoint: 'The lived experience of service users should be the guiding principle'
Quantum mechanics may not be bedtime reading for many NHS leaders: but there are important lessons for the service in one of its fundamental principles.
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HSJ Partners
Viewpoint: 'Don't focus on staff engagement as an end in itself'
We need to be cautious before accepting that there is a simple choice between believing that managers should be assessed either on the quality of staff experience or on patient outcomes and experience.
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CommentYour Humble Servant: lights, camera, casualty
‘The crying was spot on. As you talked with humility about the demise of Mrs Smith, the tears that began rolling down your cheeks captured the emotion and sincerity of our apology perfectly’
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HSJ Partners
Viewpoint: 'In the NHS we all work for the same organisation and share common goals'
Lord Darzi’s High Quality Care for All report outlines a bold vision for the health service requiring new ways of working and strong leadership.
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SupplementsNHS top leaders: from good to great
An introduction to the Top Leaders programme and a list of the leaders selected so far
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NewsMarmot might be fair, but will it be feasible?
The Marmot report, probably the most important document on health inequalities for 30 years, was published last month. But can its recommendations become reality? Steve Ford reports
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HSJ KnowledgeBook Review: Crossing the Chasm
You can surmount resistance to change, say Jonathan Bloor and Edward Miles
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NewsNHS managers may be heroes of the moment
Despite their endless depiction by the media and politicians as a scourge on the health service, research is showing that where numbers of NHS managers are strong, efficiency is often found working alongside quality. Charlotte Santry reports
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NewsMid Staffs ‘sobering account’ of leadership failure, says NHS Confederation
Responding to the Francis report on failings at Stafford Hospital, NHS Confederation chief executive Steve Barnett said managers had to focus on quality, as well as targets.
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CommentKen Jarrold on preparing to vote in the general election
The general election is now within touching distance. The campaign is well underway. It is time to prepare and three points may help to do this.
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HSJ KnowledgeLeadership: commitment beats control
Leaders will get better results through engaging staff than by presiding over a command culture, say Beverly Alimo-Metcalfe and Juliette Alban-Metcalfe
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NewsStrong managers 'improve NHS care'
Hospitals perform better when senior staff have clinical backgrounds and there is competition from nearby health trusts, according to research.
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NewsListening NHS chiefs boost ratings
Trust boards led by chiefs who are not too autocratic and who encourage contributions from non-executives and clinicians perform better in annual health checks, research has revealed.
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CommentSheila Williams on leading staff through tough times
Leaders need to remember their core purpose - that of engaging the hearts and minds of their people.
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HSJ KnowledgeSelf belief: give yourself some credit
Believing in yourself is essential to successful performance and has two components - self-esteem and self-confidence, says Adrian Moorhouse