Blair Mcpherson
Sheffield
Blair McPherson was Director of Community Services at Lancashire County Council. He has worked as a Deputy Director in social services and as a senior manager in a large Housing Association. He has been a member of the Professional Executive Committee of three Primary Care Trusts and works closely with a range of organisations in the voluntary, community and not for profit sector. His management career started in Birmingham City Council where he acquired his passion for equality and diversity and his recognition of the need for high quality management. He is a regular contributor to the professional press with over 100 articles published. He is author of three books An Elephant in the Room: An Equality and Diversity Manual, UnLearning Management: Short stories on modern management and People Management in a Harsh Financial Climate. In November 2010 his new book Equipping Mangers for an Uncertain Future will be published by www.russellhouse.co.uk
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Recent activity
Blog Posts (125)
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Is it harder to be an honest senior manager in today’s NHS?
League tables, naming and shaming and austerity have put more pressure on managers in the public sector, making if difficult for some to remain honest and open.
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Leadership lessons from the Thin White Duke
The NHS is seeking to revive a familiar refrain with a return to “heroic leadership”.
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Military-style leadership doesn't suit the public sector
Why the armed forces’ show of force leadership style is the wrong type for the NHS and local government.
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A new look for NHS leaders in 2013
Will the appearance of NHS managers follow trends from the Middle East in the coming year?
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Why the public sector shouldn't use head hunters
Recruitment consultants will identify the right person for the post but this is not necessarily the best person, which is why the publci sector should not use them.
Blair Mcpherson contributes to:
Comments (91)
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Comment on: Chief executives are running scared
Chief Executives in the NHS have spoken of a climate of fear (Health Service Journal). I assume they are expressing anxiety about the pressure they feel under. The pressure of increased demands, the struggle to hit efficiency targets, the stress of maintaining care standards whilst cutting back posts and the challenge of delivering the governments reforms. It’s tough at the top. But here is another way of looking at it. If your team is stressed it’s your fault. You control the work, you provide the support and you manage the priorities. Likewise if there is a climate of fear then it is your job as a leader not to transmit that fear unless of course this is your preferred management style in which case you really can’t expect any sympathy. As a leader you should have the courage to speak out, to make clear the implications of budget cuts and changes to the way the NHS operates especially if this impacts on patient care. Chief executives may well be only too aware of the risks of speaking out, if they lose the confidence of the board or our considered not on message by politicians/the ministry of health, then it may adversely affect their career but you can’t claim to be a leader if you don’t have the courage of your convictions.
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Comment on: The building blocks for integrated care
So just intergration of Health Services then no mention of Social Services!
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Comment on: Fast-forward to quicker discharge
It is all to common for social services to get the blame for delayed discharges only for the reason to be found elsewhere.
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Comment on: HSJ100 2012: Under 'Baron' Nicholson, a new health aristocracy takes shape
The wealthy powerful Barons in their castles who control our lives, the privileged lives of the knights who fight to impress the fair ladies. I know who the peasants are in this description of a medieval style NHS but who is the court jester?
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Comment on: Hunt should remove workforce straitjackets
So pay them less and we will get better services. Has that ever worked before anywhere?
