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HSJ…more for healthcare leaders

One thing unites HSJ readers, whether they have a clinical or non-clinical background, work in the NHS or provide services from the private sector: they are all leaders.

Some lead often huge organisations, others provide leadership throughout those organisations or are highly influential in shaping local services and/or national policy.

During March, HSJ is introducing new content and services designed to help our readers meet the myriad of leadership challenges they face.

Our new columnists include National Institute for Health and Clinical Excellence chair Sir Michael Rawlins on innovation and Royal College of GPs chair Clare Gerada on being a female leader in a male dominated health policy world. Other leaders will be joining the columnist roster over coming weeks.

This week sees the launch of our HSJ Local Briefing service. Building on the success of HSJ Local, our briefings will analyse the issues facing the NHS’s major regional health economies, explore the possible scenarios as well as the likely outcomes. Our first briefing examines the reconfiguration of acute services in Greater Manchester. You can read the full analysis exclusively online.

Reflecting the fact that our readers are leading changes to the specification and procurement of many of the support services required to meet unprecedented efficiency targets, we are introducing the “How to Buy” series. It begins by looking at business intelligence.

For 120 years HSJ has served the changing mix of people leading the country’s health services. We hope our new content will prove stimulating and useful to this generation of healthcare leaders.

Readers' comments (1)

  • Leadership is the biggest problem in the NHS today. Not the lack of it, or the quality of it, or the wrong people in the wrong place (excuses ad nauseum) just that Leadership is considered to be relevant in any way. See Mid Staffs!

    Leadership is a myth and has more in common with a religious cult than anything else. Irwin Turbit (HKSG) reckons that 97.8% of all literature on the subject has no evidence!

    Truth is when you "can" do the primary customer facing work of your organisation, clinical or otherwise, then you do it and you are motivated like the people around you, by your collective talent in action. Leadership development is designed as therapy for people who "cannot".

    Somehow being a slightly more smashing person will make up for an inherent lack of talent to do the primary work of the organisation! So Leadership, it turns out, is just a word shovelled in to the title of things to get these idiots to pay for it.

    A good test of whether you're talking Leadership(t) is to replace the word with another one and see if the commentary still makes sense. My favourite is replacement is Hairdressing!

    Come on HSJ the wagon is on fire ... jump off and create something better!

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