Health Service Journal
Neil Goodwin
Neil Goodwin is visiting professor of leadership studies at Manchester Business School, University of Durham and University College London. His consultancy, GoodwinHannah Ltd, has undertaken a number of confidential and sensitive high-level reviews governance, behaviour and relationships, and related issues within organisations and systems. He also has undertaken numerous board development events for foundation trusts and primary care trusts. Formerly, Neil was chief executive of numerous NHS organisations for over 20 years, including St Mary’s Hospital London and the Greater Manchester Strategic Health Authority. Neil is a graduate of London and Manchester business schools (MBA, PhD) and the author of numerous publications on leadership including the book, Leadership in Healthcare, as well as book chapters on strategy and public health leadership. His work on leadership resulted in the NHS national leadership development framework and leadership development strategies for two NHS regions.
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Neil Goodwin on NHS boardroom relationships
26-May-2009
In the recent flurry of NHS chief executive departures, little has been mentioned or heard about the possible impact on wider NHS board membership. -
Neil Goodwin on managing ambition in the NHS
9-Feb-2009
NHS managers need to be aware of the benefits and dangers of personal ambition -
Neil Goodwin on coping with recession in the NHS
8-Dec-2008
Recession. It's what everyone is talking about and it will affect you at some point. The boom years are now drawing to a close and public sector budgets are about to see their biggest squeeze in more than a decade. -
Neil Goodwin on charismatic leadership
27-Oct-2008
Leadership was ever present during a recent vacation in New England. There was, of course, the national presidential election and the administration's financial bailout debacle, which The New York Times summarised as an absence of national leadership. -
Neil Goodwin on chief executive boredom
15-Sep-2008
I have been reflecting on my time as a chief executive, specifically that in the latter part of my career I experienced increasing periods of boredom. -
Neil Goodwin on leadership lessons from David Lloyd George
4-Aug-2008
I was delighted to see David Lloyd George listed as one of the most influential people in the history of the NHS - we can learn a lot from his leadership experience. -
Neil Goodwin on preparing your team for Darzi
23-Jun-2008
Meeting the expectations of Lord Darzi's review will require leadership, vision and team-building skills. -
Neil Goodwin on academic health science centres
6-May-2008
A quiet revolution due to take place across university hospitals will fundamentally change the relationship between doctors and managers in the NHS. -
Neil Goodwin on becoming a better leader
31-Mar-2008
Although we may occasionally have feelings of schadenfreude when watching the ups and downs of other organisations, especially if they are our competitors, we should be charitable and limit our interest to gaining understanding for personal learning. -
Neil Goodwin on building working relationships
18-Feb-2008
What do teenage children, marriage and friendships have in common when thinking about work? They all offer excellent opportunities for developing relationship skills in the workplace. -
Neil Goodwin on building working relationships
18-Feb-2008
What do teenage children, marriage and friendships have in common when thinking about work? They all offer excellent opportunities for developing relationship skills in the workplace. -
Neil Goodwin on developing NHS leaders
7-Jan-2008
The new leadership framework provides a coherent national approach to senior managerial development across the English NHS. -
Neil Goodwin on building a strong NHS board
12-Nov-2007
Developing an effective NHS board requires good leadership from the chairman, who must set the tone, style and the conduct of business -
Neil Goodwin on new research into the success of organisations
1-Oct-2007
Sometimes it can be frustrating waiting for research papers that are sufficiently grounded in the day-to-day life of real organisations. Such papers, like the two highlighted here, are often of enormous practical value in helping organisational leaders think through future strategy, writes Neil Goodwin -
Neil Goodwin on the principles of success
21-Aug-2007
'Organisations that do not have a culture in which open discussion is encouraged will bury their mistakes and not learn from them' -
Neil Goodwin on the importance of partnerships
30-Jul-2007
'With the little wisdom, insight and maturity that I hope I have developed with age and experience, I am able to confess that some inter-organisational relationships suffered as I pursued system-wide strategic change' -
Neil Goodwin on public service reform
4-Jun-2007
'If there is one lesson to be learnt.from the past 10 years, it is to pay much more attention to implementing change. Far better to implement half-a-dozen change strategies effectively than to fire off a dozen in a scattergun way, hoping some will hit the mark' -
Neil Goodwin on apologising
12-Mar-2007
The two most important words in organisational life may be 'I apologise', but saying sorry can be counterproductive unless the sentiment is backed with service delivery changes -
Neil Goodwin on the training challenge for NHS managers
29-Jan-2007
'Foundation trusts will need to lead the way in learning to establish effective working relationships with their investors, namely primary care trusts and practice-based commissioners, and being proactive in discussing future strategy.' -
Neil Goodwin on Serbian princes and American cousins
4-Dec-2006
'Mixing with Europeans always reminds me how European we are in the UK and how much less we have in common with the USA' -
Neil Goodwin on politicians, customer care and a portfoilo life
30-Oct-2006
'I confess to not missing the grind of the job; 36 years is long enough for anyone. I also do not miss politicians who have a tendency to be personally abusive' -
Neil Goodwin...with the Beckhams in Venice
25-Oct-2006
'Nothing would be worse for Beckham, Venice and the NHS to hear people say that they were once great but that was a long time ago'. Our new online-only columnist brings us the first of his regular diary piece charting life after NHS management -
SPEAK OUT
24-Mar-2005
Published: 24/03/2005, Volume II5, No. 5947 Page 21 -
REVIEW: FREEDOM FROM COMMAND AND CONTROL - A BETTER WAY TO MAKE THE WORK WORK
26-Feb-2004
Published: 26/02/2004, Volume II2, No. 5894 Page 38
