All articles by Pete Mason
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HSJ KnowledgePete Mason on dealing with complaints
The number of serious complaints against primary and secondary care trusts was released last month as part of a review by the parliamentary and health service ombudsman.
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CommentThe power of checklists in the NHS
With the level of change the NHS faces, it is crucial to keep everyone focused and on target.
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HSJ KnowledgeHow to lead through transition
NHS chief executive Sir David Nicholson said recently that managers have performed “heroics” over the past few years and made the NHS a much better service.
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CommentPete Mason on how the government can achieve its goals for the NHS
The government’s health policy can broadly be judged as logical and appropriate to the challenges ahead, but several areas need to be addressed for the strategy to achieve its goals - and it will take some time to bed down.
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CommentPete Mason on the dangers of NHS strategy secrets
Ask the three people nearest to you in your workplace if they can clearly state what your organisation stands for and is trying to achieve. If they can articulate it, is the answer consistent from person to person?
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CommentPete Mason on NHS management coaching
Talent development and retention - furthering the ambitions of your star performers by providing them with the means to widen their skill sets and progress their careers - is a crucial aspect of maintaining an accomplished health sector workforce.
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CommentPete Mason on NHS teamwork
Exceptional teamwork doesn’t just happen, it develops. The secret of truly exceptional teams is that they know how to develop in order to achieve outstanding performance and extraordinary results.
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CommentPete Mason on avoiding staff conflict
Staff conflict will be an unavoidable by-product of what promises to be a testing 2010
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CommentPete Mason on multiple leadership styles
What makes a good leader? There are several schools of thought. Should a leader be reserved like Gordon Brown, or gregarious like Tony Blair; quietly dignified like Bobby Moore, or in your face like John Terry; boisterous like Alan Sugar, or overfamiliar like David Brent?
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CommentPete Mason on lessons for the NHS from hazardous industries
The NHS and hazardous industries, such as aviation, often use the Swiss cheese model of accident causation, or the “cumulative act effect”.
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CommentPete Mason on covert NHS leadership
A covert leader has a rather dramatic ring to it and sounds like someone likely to be heading up a secret unit on an international mission - all very James Bond.
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CommentPete Mason on open and closed doors
Managers with an “open door policy” should walk directly up to their doors and bang their heads against them.
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CommentPete Mason on surviving change
To say that the health service is drastically changing is like pointing out that the sun is warm.
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CommentPete Mason on managing Generation Y
Generation Y. Millennials. Echo Boomers. There are a lot of names for the people born in the 1980s and onwards, those now entering the workplace for their first or second jobs.