All articles by Blair McPherson – Page 11
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Blogs
Leadership: not as dangerous as some might make out
The claim that “leadership is dangerous” needs some context, as the public sector doesn’t necessarily lend itself to all-guns-blazing macho men and women.
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Blogs
If bullying doesn't bother staff, why are so many absent?
Two articles published on HSJ.co.uk: one on bullying, the other on absenteeism. Surely I can’t be the only one putting two and two together…
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Blogs
Trying to force equality in leadership is an unbalanced approach
The NHS breakthrough programme of putting a small number - around 60 - of black and minority ethnic managers through a leadership programme and hoping this will result in more BME senior managers isn’t working. It was a little naive to think it would.
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Blogs
What happens when pleasing the boss goes too far?
Managers who surround themselves with “Yes Men” are even harder to please when the answer should be “no”…
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Blogs
Changing behaviour needs more than a 'nudge'
Politicians and leadership like “nudge theory” - the idea that a “nudge” in the right direction can inspire behaviour change at a large level. But does it work?
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Blogs
Is your organisation accepting the unacceptable? Challenging 'ethical fading'
They call it “ethical fading”. You and I call it going along with something you know is wrong.
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Blogs
Your flight has been cancelled (by your employer)
When staff shortages mean organisations cancel their employees’ holidays, there are bound to be issues with people management.
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Blogs
'Beyond samosas and reggae' - or, developing services with equal opportunities
A short note recognising the equality campaigning by Nasa Begum.
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Blogs
The difference between what is said, and what is meant
Language is important to get right - there is often a difference between words said, and meaning implied. Between the lines is where the truth lies…
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Blogs
The great care divide
Funding for care, particularly older person’s care, is high on the agenda, and new proposals have divided opinion.
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Blogs
Why you should keep the 'smiling assassins' in HR on your side
HR get a lot of criticism from staff and managers alike. But they function in the best interests of the organisation, not individuals or groups of employees, so it may be wiser to keep them onside than wage war.
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Blogs
Is enthusiasm the key skill to look for in public sector recruitment?
Surely departing from tradition and qualifications and embracing enthusiasm will make for a more successful public sector.
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Blogs
What happens when chief executives are slow to pick up on patient complaints?
The answer: patients are left believing they have cancer purely because consulting rooms are busy, as I was unfortunate enough to discover.
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Blogs
Can local authorities step up as good providers of care?
Change must come as the public sector’s dominance and budget cuts in local authorities mean there is no way for the majority of the population to get, or afford, quality care.
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Blogs
Senior managers need to get 'hands on' with customers
Organisations need to return to the days without layers of middlemen when dealing with customers if they are to ensure their services are running properly.
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Blogs
Life after senior management: it's not over for the over 50s
The task of applying for a new job as a former manager may seem daunting, but the benefit of experience channelled the right way makes it very achievable.
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Blogs
The end of the start for personalisation in adult social care?
With social workers critical of the idea, it looks like the government is quietly moving away from the idea of personalisation in social care before it has even been implemented.
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Blogs
The never asked question: 'What if I am wrong?'
If managers are so sure they are right, does that mean everyone else is wrong?
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Blogs
Collective failures can hinder social care
Hate crimes need to be treated more seriously by public sector services if tragedies like the one back in the spotlight this week are to be avoided.
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Blogs
Undermanaged NHS needs step change in appointment process
The King’s Fund report is right to suggest the “undermanaged” NHS is needs a new style of leadership - but the way managers are appointed needs to change first if the balance is to be successfully redressed.