Good to see E+R=O again today. ERO is also a reminder that leaders should not try to be (H)EROs. We should be coaches. Coaching often starts with what Outcome the coachee wants and then works out options and actions plans I.e events to create the right responses.

This and a book from Martin Sadler (signed) on the same day. Exciting.

Great book from one my Exec colleagues. Based on clarity, on process disciplines, on people and on knowing what is…and what is not important. Thank you and Well done Martin.

Last day watching Lboro football. The lad nearly signed off in style.

The road to perfection is never ending. Customer focussed process improvement. Astonishing results. Learning from sport. linkedin.com/posts/simonsin…

In “the crux” (Rumelt) we learn about the estimated cost differential to go to Mars. It states that NASA estimated £200bn whereas Elon Musk estimated £9bn. This is after Musk had successfully landed Falcon 9 which cost 23x less than the old space shuttle. Some learning in here.

As ICPs and ICSs evolve I suspect that matrix working will also have to. I can see use of the two hat model and understand how the baton pass could play a part but perhaps the strategy led “star” model is worth some deeper thought as the underpinning approach.

I often get asked for book recommendations from inside and outside the NHS. Here are some (lots more I have on audible). I’d welcome suggestions that have helped others to improve. Thanks 😉

Nice to be accredited in delivering the diagnostic front end of a Compassionate leadership journey. My thanks to my coach and those I worked with to achieve this. So much more we can do if we create great teams.

As we move towards a systematic approach to improvement.

The 2015 innovation of the re-usable rocket reduced the cost by 23 times by understanding the crux of the cost (just like A3 thinking) and innovating around it. Simplicity in engineering, manufacturing and a reduced number of contractors.

Read about a Strategy Foundry today in Richard Rumelt’s “The Crux”. Clear process to condense many competing goals into the two or three key levers to pull. Needs the right people to give it the right time but think of the time saved in creating this clarity in a week.

Two books to finish before I get to this. Has a 7 step change model in it and suspect it is about doing less but at greater depth. I do love a charity bookshop…

The Toyota Production System (TPS) is globally recognized, yet lean thinking goes far beyond production. Here are key insights on the real value of lean, as learned from Toyota’s journey Read more from Dan Jones: hubs.li/Q02WJmL40

Watched “Wicked” this weekend at the cinema. Great scene where G-Linda (Arianna Grande) moves from a Leadership position to a Followship position. See if you can spot it and the impact it has. Inspiration is everywhere. Followship is just as important as Leadership.

Best yet but still leaving some out there. Modernising the swing and ball speed whilst searching for better feel. Feels like the search for productivity whilst enhancing compassion by eliminating waste. Improvement and the search for perfection.

21 years since Liker wrote this book. The 14 principles and the the 4Ps still make a lot of sense. Need to be read from the bottom up to implement well.

Can’t fault these. Just as applicable to the NHS where customer is patient/citizen. Fundamentals within an Improvement system.

Principles instagram.com/reel/DEHdyIUOl…

A nicely put together paragraph that I thought I’d share.