Clinical leadership should be everyone’s business – Health Service Journal
Clinical leadership is not the prerogative of a few recognised ones – each healthcare staff member is a leader in his own way. Sir David Fish on how aligning people and organisations is essential for a true leader. Every healthcare professional has a leadership role. Every individual models behaviours daily that impact on colleagues, patients and communities. This is no less valuable in the setting of the million one to one daily clinical interactions, as it is through every ward, board or system level challenge.
Clinical leadership should be everyone’s business – (HSJ Article request full text from the Trust Library Service or call 01942 822508)
If you worship the fire-fighter, you’ll have arsonist fire-fighters everywhere: the symbols of heroes and villains – An Obsession With Transformation
In every organization, there are heroes and villains who symbolically represent what leaders want and don’t want; what they are likely to reward and punish. These archetypes are communicated through story and carried in the organization’s culture. The key challenge for leaders is to work out whether the organization’s heroes and villains are enabling or inhibiting their aspirations.
Leading Change In Supervision: Lessons From Practice – Institute for Research and Innovation in Social Services
This report describes the rationale, process and learning from a project led by IRISS which explored the topic of supervision with a group of six partners from across the social services sector. The purpose of this report is to share the learning gathered through the project to provide some evidence, inspiration, and pointers for those interested in improving supervision. Key points from the report can be used to prompt reflection and discussion with teams, to review current supervision practice and to help plan improvements.
A regulatory approach can thwart improvement ambitions – Health Service Journal
Sue Rubenstein, Adrienne Fresko and John Coutts offer their perspective on what really stimulates organisational and quality improvement. The messages from leading thinkers from Deming to Darzi to Berwick are remarkably consistent. They cite the critical role played by capable, stable leadership, by robust measurement, and by processes of engagement that harness the inherent motivation and commitment of staff.
A regulatory approach can thwart improvement ambitions – (HSJ Article request full text from Trust Library Services or call 01942 822508)
Helping Your People Develop Emotional Intelligence: Creating a Positive, Balanced Team – Mind Tools
By focusing on increasing your people’s emotional intelligence, you can reap many benefits from improved teamwork. This article looks at at what you can do to help your team members develop this important quality.