Does it seem like you don’t have enough hours in the day to get through everything you need to do? With so many competing demands on our time, we can all benefit from learning to ramp up our own personal productivity. HBR recently ran a series called Getting More Work Done. This article summarises the advice and best practices our experts contributed to the series
https://hbr.org/2015/04/what-everyone-needs-to-know-to-be-more-productive
Physicians and nurses are being called upon to lead new health care enterprises — and are assuming a higher level of influence in the business of health care than ever before.
Maximizing the effectiveness of physicians and nurses in these new positions, however, will require different skills than the ones they developed during their clinical training. Having managed or worked with clinical leaders in care-delivery organizations, the pharmaceutical industry, and government, I have observed three skills that are critical to the success of doctors and nurses as they make the transition to management:
https://hbr.org/2015/04/the-skills-doctors-need-to-be-effective-executives
Even if your organization is successful, being too busy isn’t a good thing, because you can’t sustain a frenzy of activity. But it’s much worse if the activities themselves don’t cohere strategically and your company’s performance is suffering as a result.
So, what does it take to build an organization that’s less busy and more coherent? An outsider’s perspective.
https://hbr.org/2015/04/build-an-organization-thats-less-busy-and-more-strategic
Defining a problem is a deceptively simple task – what at first seems to be the problem is often merely a symptom of a deeper problem.The Problem Definition tool works to both open a problem up – presenting it in a way that can be examined from a number of angles – as well as helping to define the wider context and associated issues involved.
Change is the only constant. – Heraclitus, Greek philosopher
What was true more than 2,000 years ago is just as true today. We live in a world where “business as usual” is change. New initiatives, project-based working, technology improvements, staying ahead of the competition – these things come together to drive ongoing changes to the way we work.
Whether you’re considering a small change to one or two processes, or a system wide change to an organization, it’s common to feel uneasy and intimidated by the scale of the challenge.
You know that the change needs to happen, but you don’t really know how to go about delivering it. Where do you start? Whom do you involve? How do you see it through to the end?
There are many theories about how to “do” change. Many originate with leadership and change management guru, John Kotter. A professor at Harvard Business School and world-renowned change expert, Kotter introduced his eight-step change process in his 1995 book, “Leading Change.” We look at his eight steps for leading change in this article.
http://www.mindtools.com/pages/article/newPPM_82.htm
Do you know what characteristic links many political leaders, top business executives – and even psychopaths?
They share a trait called “fearless dominance.” They are typically great crisis managers, because they remain calm under pressure and are confident taking bold action in the face of daunting risks. They can also be influential and charismatic, and effective in getting the job done.
However, the danger comes if their assertiveness crosses the line into intimidation or even bullying. Someone with a dominant character can monopolize discussions and disregard social norms, which can discourage their colleagues and lower morale.
In this article, we’ll examine the characteristics and behaviors of people with dominant personalities. We’ll discuss what you can do to harness their strengths and moderate their weaknesses, so they can excel as part of your team.
http://www.mindtools.com/pages/article/managing-dominant-people.htm
If we apporoach skills as a critical lever in the transformation agenda? This offers a new paradigm would start with senior leaders answering the question what skills does the organization need to achieve our aspirations? The identified skills would be those that underpin performance, and any capability gaps that need to be bridged in order to accelerate to the aspiration.
http://www.peterfuda.com/2015/03/19/skills-are-an-under-utilised-lever-for-enabling-transformation/
Yes, we all hate meetings. Yes, they are usually a waste of time. And yes, they’re here to stay. So it’s your responsibility as a leader to make them better. This doesn’t mean just make them shorter, more efficient, more organized. People need to enjoy them and, dare I say it, have fun.
This report gathers together leading experts from the health world to set out their views on what needs to change to ensure the long-term sustainability of the NHS. With the challenges of austerity, an ageing society and more expensive treatment the authors add their thoughts to the on-going debate on prevention, integration and funding.
https://smithinstitutethinktank.files.wordpress.com/2015/03/healthcare-the-next-five-years.pdf