All Leadership articles – Page 211
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HSJ KnowledgeMeet your organisation's economic challenges through ‘collective difference’
Trusts that embrace diversity in their recruitment and staff development will be the best placed to meet the economic challenges, says Rob McCargow
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LeaderWe need the NHS Confederation – now here’s the sort of leader that it needs
Steve Barnett’s resignation as the chief executive of the NHS Confederation is a cause for sadness - he is a well-liked man - but it is also an opportunity.
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NewsNHS reputation is on a par with Iceland chain
The English NHS has a public reputation roughly on a par with frozen food retailer Iceland or the UK media sector, according to a unique analysis exclusively obtained by HSJ.
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CommentSteve Preston on NHS employee engagement
What is employee engagement? There are many views on this buzzword. A simple definition is “a result that is achieved by stimulating and directing employees’ enthusiasm for their work and directing it toward organisational success”.
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CommentYour Humble Servant: NHS regime change
‘The Major Incident Plan has been implemented as the first effects of the new regime are felt. All leave has been cancelled and we are making do as best we can’
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HSJ KnowledgeBook Review: Senior Leadership Teams
Leadership teams can learn about their own performance, says Karen Wise
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CommentJenny Rogers on spin and language
Just before the election I was on a London bus, the spiritual home of the Man on the Clapham Omnibus. I was eavesdropping on a conversation between strangers discussing how they would vote, agreeing they may not vote at all and also declaring that politicians are “all the same - ...
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HSJ KnowledgeLeadership effectiveness
It is nearly two years since High Quality Care for All announced the intention to “empower frontline staff to lead change that improves quality of care for patients”, suggesting an explicit link between leadership effectiveness and the quality of care.
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HSJ KnowledgeBook Review: Do More Great Work: stop the busywork and start the work that matters
Out with the bad and in with the good is the message here, says Eileen Ball
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CommentKen Jarrold on strategic planning in the NHS
Our new government could do worse than to engage in a little strategic planning.
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CommentStephen Eames on the NHS leadership race
Research by McKinsey shows companies like to promote the idea that employees are their biggest competitive advantage. Yet most are as unprepared for the challenge of finding, motivating and nurturing talent as they were a decade ago. Why?
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HSJ KnowledgeBook Review: The First 90 Days
These tips help you negotiate the early months in a new job, says Richard Vize
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NewsAmbulance service apologises for Hitler survey
An ambulance service in the West Midlands has apologised after staff were asked to rate how “cool” Adolf Hitler was in a questionnaire.
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CommentSheila Williams on post-election transition time
This is a time of transition, a fresh start and opportunities to make changes. To mark the occasion, here are some ideas about managing transitions into leadership roles.
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HSJ KnowledgeHow NHS managers can build relationships with MPs
MPs are a vital ally for any chief executive, so it is critical to build a healthy relationship. Daloni Carlisle looks at the benefits of giving local politicians the red carpet treatment
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HSJ Knowledge
Exposed: the truth about NHS pay
Public sector pay is coming under intense scrutiny from the press and politicians. Over three weeks Peter Smith will dispel some of the myths they perpetuate
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NewsFoundation trusts 'failing to listen to staff'
Foundation trusts are operating a “closed door” culture that excludes staff and patients from important decisions, Royal College of Nursing research warns.
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CommentPete Mason on NHS management coaching
Talent development and retention - furthering the ambitions of your star performers by providing them with the means to widen their skill sets and progress their careers - is a crucial aspect of maintaining an accomplished health sector workforce.
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NewsWorkers claim managers are inaccessible
Only one in 10 workers say their bosses are accessible, usually describing them as authoritarian, bureaucratic or secretive, according to a new report.
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HSJ KnowledgePair up managers and clinicians to build stronger organisations
Pairing up managerial and clinical leaders builds a stronger future, write Yasmin Ahmed-Little and Jane Dunning