Healthy Leadership (748) "Not capacity, not capability, not clarity - the single biggest influence on what we do is time" www.linkedin.com/pulse/health...

"Conflict wreaks havoc on our brains. We are groomed by evolution to protect ourselves whenever we sense a threat. In our modern context, we don’t fight like a badger with a coyote... but our basic impulse to protect ourselves is automatic and unconscious" hbr.org/2015/12/calm...

How often are you in crisis? How often do you need to be in crisis before it just become normalised? Once it is normalised if you don't accept this is normal & continually act as if the common is rare then problems are being stored up for the future www.linkedin.com/feed/update/...

Does the Dartmouth "scar" experiment demonstrate Expectation Bias. Continues to be discussed and now over 40 years old. What does it shift is understanidng behaviours in organisations? www.facebook.com/reel/1489109...

"How to Make Peace With a Trauma Memory" www.psychologytoday.com/us/blog/thin...

"The stories you tell shape the emotions you feel" leadershipfreak.blog/2026/03/30/d...

Public services are being reformed - its not just healthcare - what does the reality look like in relationship to the ambition? www.instituteforgovernment.org.uk/publication/...

"simply understanding the need for distributed responsibility is not sufficient if leaders don’t understand what it means to demonstrate responsibility themselves" www.strategy-business.com/blog/What-le...

If you looked at the world with an 'on balance the majority of people are good' - that approach in the supermarket, driving your car & then at work. Consistency creates habits & mindsets - if you consistently say this to yourself you are preparing for a different response seths.blog/2026/03/rehe...

"April 2026 employment law updates: what HR needs to know" www.peoplemanagement.co.uk/article/1953...

The most common answer to organisational questions is 'it depends'. What is HR here to do.... if you put education & change management in HR is does different things to HR that doesn't have them. I do like this, it highlights systemic failings & of course, it depends www.linkedin.com/posts/hackin...

Why are a growing number of young people who are NEET reporting work-limiting health conditions? www.health.org.uk/reports-and-...

"Electronic patient record systems in England: what do NHS staff think?" www.health.org.uk/reports-and-...

Movement and activity - the health problems associated with inactivity are significant. I suspect in healthcare some roles are incredibly active while others not so much - can job design, working patterns & environment help more than poorly attended lunctime events www.medscape.com/viewarticle/...

"Glimmers of light but no new dawn in public satisfaction with the NHS" www.nuffieldtrust.org.uk/news-item/gl...

"NHS restructure is greatest danger to Streeting’s effort to revive service" www.theguardian.com/society/2026...

"Research drawing on employees’ firsthand accounts shows that destructive criticism—especially when it attacks character, lacks guidance, or occurs publicly—undermines confidence, suppresses learning and innovation, and drives disengagement and turnover" hbr.org/2026/03/when...

Comfort or Truth - looking intently at the world rarely finds both but who is to judge right or wrong, this is a hard world with uncomfortable truths and moments of illusion that offer islands of respite, who is to judge ? www.facebook.com/reel/2446956...

A comment on Code of Conducts from NZ as we are planning to launch a new code and competencies in the UK NHS. www.linkedin.com/feed/update/...

How are the seasons changing around you? The rpoblem with this idea is that you hold your nerve thinking spring will come again, just give it time. What if it will forever be winter? Letting go as well as adapting might be a survival technique...

What can you put in the 'know but looking away' pile - climate change? children & social media? discrimination? (image stoicism daily)

Is the person working long hours dedicated or unable to do the work in the contracted time? is it a failure of the person, the leadership or the job design. 60hrs a week is like having 2 people, no wonder they're smashing it, is it sustainable? is it making it impossible for the next post holder?

Other things emerged from the world economic forum in Davos. The jobs on the rise and those on the fall over the next decade - where are you? where is you family? where is your team?

"Invisible Scars - Our beliefs shape the reality we experience and hold us captive" How has this showed up for you? When I moved I thought I was being judged for having a northern accent? When trained I thought I was seen differently as a male nurse !!! www.psychologytoday.com/gb/blog/beyo....

"Start with a focus on staff health and wellbeing and addressing the core needs of staff" thats the first reccomendation in workforce planning - just saying www.kingsfund.org.uk/insight-and-...

"Every system eventually acts as if it’s more important than the people it was built to serve" Read this story and see what systems you can replace 'car' with & what that makes you reflect on... seths.blog/2026/03/syst...

A good read on the safety implications of silence but also the problem with trusting people. Sounds counter to all we wish to see in organisations. Perhaps safety, good decisions & challenge come from trusting relationships rather than the infallibility of others. www.linkedin.com/pulse/silenc...

'First do no harm' - clear as a clinical principle but is it so strong in our non-clinical functions such as HR. Some ideas on no harm, a discussion paper & video to consider. Is 'first do no harm' a no-clinical principle is caring for our colleagues? www.hpma.org.uk/avoiding-harm/

In any organisation issues & disputes occur. When those get to the stage of complaints & the need for investigations the competence of the investigator matters to all parties. www.rogerkline.co.uk/investigatin...

NHS Digital Health Leadership Programme (DHLP) digital-transformation.hee.nhs.uk/programmes/d...

Healthy Leadership (747) 'Restructure can change the chart but behaviours change the performance' www.linkedin.com/pulse/health...

"more often than not, behaviour trumps legislation" "What history tells us about NHS reorganisation" restructure is taking down one framework & building another. If mindset, behaviour, working patterns & ideas remian you experience new structure old problems www.kingsfund.org.uk/insight-and-...

"Is England making progress to improve maternity care?" "Years of inquiries have exposed failings in maternity care in England that suggest problems are systemic" www.nuffieldtrust.org.uk/resource/is-...

"Neighbourhood Health Framework: what you need to know" www.nhsconfed.org/publications...

"Why the NHS needs a ‘slow policymaking’ movement" when they scream 'go further faster' to stand up and say 'right direction at the most effective speed' ain't that popular but may offer something charging ahead misses www.kingsfund.org.uk/insight-and-...

What are the chances that an objective remains valid for 12 months & that it happens to need reviewing after 12 cycles of the moon? continuous > episodic when it comes to performance - scrap annual appraisals & embrace continuous performance reviews www.innovativehumancapital.com/article/the-...

"A key reason is our propensity to judge ourselves by our noble intentions, but to judge everyone else by their actions. In effect, we have a lower standard for ourselves than we do for others" The balance - intent and impact & why accurate self assessment is so difficult mailchi.mp/4f81ed7c6be8...

The old position of business - serve shareholders or in public sector - serve patients, residents etc does not wash. Needs more contextual understanding. Serve patients AND create meaningful work AND don't harm the future. A modern organisational purpose www.strategy-business.com/article/Do-t...

Who you choose to hang out with influences who you become. Behaving in a way that 'fits in' is understandable & sensible whilst carrying the possibility of you becoming the person you are pretending to be. Pick the outstanding people who help you be better. www.facebook.com/reel/4291944...

Change isn't about highlighting a better future it's about being prepared to let go of the present that has kept you safe, secure, productive, competent, powerful. You will reject an idea that makes you at risk, vulnerable, failing, incompetent & powerless www.sahilbloom.com/newsletter/t...

"Values - Where Good Intentions Go to Die" there is an interesting idea in this piece... a CVO (chief values officer) assign someone in the meeting to take on this role - not to report of culture are any of that but on behaviours, actions & decisions... leadershipfreak.blog/2026/03/20/v...

Is there any other way to make decisions than through rational logical return on investment thinking ? perhaps.... www.facebook.com/reel/2348684...

Powerful dyslexics... short video to remind us of the potential in others. www.facebook.com/reel/1418662...

Masterclass - these courses & programmes come with a cost. Have a look at the topics, what interests you, noticed they offer a session on AI and Medicine. learn something everyday, however best works for you, but learn - it is a healthy activity. www.masterclass.com?campaignid=2...

BBC Maestro. Some amazing courses on offer here. They do cost but with topics such as anxiety, managing your time - A Life Less Anxious launches soon, have a look for yourself, useful ? www.bbcmaestro.com?utm_content=...

The problems with self assessment, well they are numerous, look them up. If you have a process that includes sellf assessment understand the limitations before connecting the output to next actions. Inaccurate self assessment leads to misguided actions. Watch & think www.facebook.com/reel/1776948...

We talk about 'fitting in' - do they 'fit in', will they 'fit in'. Can we, or will they reshape themselves to 'fit in'. A concern at selection. What if we have misunderstood. What if belonging matters more. How much do we change or remain ourselves at work? www.psychologytoday.com/us/blog/the-...

Zero tolerance doesn't do what you expect but unlimited tolerance won't either. The constant shifting understanding of tolerance might be the most significant indicator of change - in societies and in organisations - in your organisation what is tolerated that shouldn't be ?

Problem solving - rational, logical, sensible, trainable - so ask yourself, are the number of problems growing or shrinking? What if everything that is not as you wish it was is not a problem? - using such techniques convinces you the thing can be fixed, what if that's not always the case !

You don't need a course on time management, the tools are there. What is happening with priority setting, clarity of purpose, understanding of role, confidence in collagues and your culture of fear - time is eaten in a way tools struggle to save you from (image christian poeusgen)