All articles by Neil Goodwin – Page 3
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Blogs
Boards, micromanagement and failure
‘I think people who fail, fail because they’re not involved enough’. So said Sir Martin Sorrel of communications group WPP last month when discussing micromanagement. It’s an interesting dichotomy isn’t it?
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Blogs
Competence, trust and the making of leaders
Interesting news from the private sector. A recent study by Booz & Company stated that nearly half (46%) of all senior managers surveyed doubted their chief executive’s capacity to navigate their organisation through the current economic crisis.
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CommentNeil Goodwin on NHS boardroom relationships
In the recent flurry of NHS chief executive departures, little has been mentioned or heard about the possible impact on wider NHS board membership.
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Comment
Neil Goodwin on managing ambition in the NHS
NHS managers need to be aware of the benefits and dangers of personal ambition
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Comment
Neil Goodwin on coping with recession in the NHS
Recession. It's what everyone is talking about and it will affect you at some point. The boom years are now drawing to a close and public sector budgets are about to see their biggest squeeze in more than a decade.
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Comment
Neil Goodwin on charismatic leadership
Leadership was ever present during a recent vacation in New England. There was, of course, the national presidential election and the administration's financial bailout debacle, which The New York Times summarised as an absence of national leadership.
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Comment
Neil Goodwin on chief executive boredom
I have been reflecting on my time as a chief executive, specifically that in the latter part of my career I experienced increasing periods of boredom.
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Comment
Neil Goodwin on leadership lessons from David Lloyd George
I was delighted to see David Lloyd George listed as one of the most influential people in the history of the NHS - we can learn a lot from his leadership experience.
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Comment
Neil Goodwin on preparing your team for Darzi
Meeting the expectations of Lord Darzi's review will require leadership, vision and team-building skills.
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Comment
Neil Goodwin on academic health science centres
A quiet revolution due to take place across university hospitals will fundamentally change the relationship between doctors and managers in the NHS.
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News
Neil Goodwin on becoming a better leader
Although we may occasionally have feelings of schadenfreude when watching the ups and downs of other organisations, especially if they are our competitors, we should be charitable and limit our interest to gaining understanding for personal learning.
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Comment
Neil Goodwin on building working relationships
What do teenage children, marriage and friendships have in common when thinking about work? They all offer excellent opportunities for developing relationship skills in the workplace.
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Comment
Neil Goodwin on building working relationships
What do teenage children, marriage and friendships have in common when thinking about work? They all offer excellent opportunities for developing relationship skills in the workplace.
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Comment
Neil Goodwin on developing NHS leaders
The new leadership framework provides a coherent national approach to senior managerial development across the English NHS.
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Comment
Neil Goodwin on building a strong NHS board
Developing an effective NHS board requires good leadership from the chairman, who must set the tone, style and the conduct of business
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Comment
Neil Goodwin on new research into the success of organisations
Sometimes it can be frustrating waiting for research papers that are sufficiently grounded in the day-to-day life of real organisations. Such papers, like the two highlighted here, are often of enormous practical value in helping organisational leaders think through future strategy, writes Neil Goodwin
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Comment
Neil Goodwin on the principles of success
'Organisations that do not have a culture in which open discussion is encouraged will bury their mistakes and not learn from them'
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Comment
Neil Goodwin on the importance of partnerships
'With the little wisdom, insight and maturity that I hope I have developed with age and experience, I am able to confess that some inter-organisational relationships suffered as I pursued system-wide strategic change'
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Comment
Neil Goodwin on public service reform
'If there is one lesson to be learnt.from the past 10 years, it is to pay much more attention to implementing change. Far better to implement half-a-dozen change strategies effectively than to fire off a dozen in a scattergun way, hoping some will hit the mark'
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News
Neil Goodwin on apologising
The two most important words in organisational life may be 'I apologise', but saying sorry can be counterproductive unless the sentiment is backed with service delivery changes
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