How to recognise high achievers with tips on how best to manage them and keeping them motivated.

This looks at why people stay in their job as a method of predicting voluntary turnover. It looks at how people connect to an organisation, how it suits them and perceived loss if they left their jobs. It also considers the problems that can arise from being embedded.

Blog post from Dr. Peter Fuda that identifies seven principles on the path to personal effectiveness captured by the acronym A-D-D-R-E-S-S.

1. Accept Responsibility
2. Define Success
3. Develop a System You Trust
4. Recruit Your Stakeholders
5. Embed Routines & Rituals
6. Steer Meetings & Interations
7. Stay On Track Under Pressure

Argues that leadership is about what the team can do together. Links are demonstrated between altruistic leadership and innovation and embededness of the employees within the organisation. It encourages leaders to share their mistakes as teachable moments, engage in conversations rather than debates, embrace uncertainty and be a role model as a ‘follower’.

Concise proposals from The College of Emergency Medicine that are the collective view of practicing emergency physicians and aim to represent cost-effective solutions to ensure that safe patient care can be delivered. It identifies 5 proposals for NHS England to address and 5 for members of the college to address.

This NHS Employers survey provides information on demand and supply of the qualified nurse workforce in NHS service provider organisations. The data collected will help to inform and shape co-ordinated recruitment and retention initiatives.

This article argues that humans hate failure and try to avoid experiencing it. This results in managers defaulting to planning rather than strategy. An assessment is provided to check personal likelihood of falling into ‘comfort traps’.

Report of a study that aims to capture, chart and explore the work and roles of mid and junior healthcare managers in the NHS.

This report explores general leadership issues and looks at the capacity of individuals at all levels of an organisation to buy into and lead on the organisational agenda, highlighting how misaligned organisational structures and processes can get in the way of leadership.

An American white paper which aimed at supporting leadership across the healthcare sector to improve outcomes with their Triple Aim initiative. It focuses on three key elements:

New Mental Models: A set of ideas that constitute new mental models for leaders as they redesign care delivery systems to compete on value, rather than on volume, and deliver improved outcome results for the populations they serve.

High-Impact Leadership Behaviours: Five recommended leadership behaviours to accelerate cultural change and support efforts to improve. These leadership behaviours, when practiced systematically, are cross-cutting, supporting many key leadership efforts and initiatives at once.

IHI High-Impact Leadership Framework: A leadership framework that serves as a guide for where leaders need to focus efforts and resources in order to drive improvement and innovation. This updated framework adds three essential areas of leadership efforts: driven by persons and community; shape desired organisational culture; and engage across traditional boundaries of health care systems.

The white paper also includes examples from a variety of health care leaders, to help illustrate High-Impact Leadership Behaviors in real-world practice.