Consultant Pharmacist, Frailty and Overprescribing South East London 👀👇 healthjobsuk.com/job/v7064133?r…

There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle

There are many tools for effective teambuilding. One I use often when working with teams is called a "Manual of Me" or a "Personal User Manual". If we want to get the best performance from an appliance or equipment, we might consult a user manual & whilst people are more

A new article by Harvard's Michael Beer & collaborator Johanna Pregmark identifies "seven silent killers" - leadership or organisational barriers that are publicly undiscussable yet consistently block the delivery of strategy & change. It builds on Beer's previous research that

There is a rare opportunity to join our team! A perfect combination of E&T and Paediatrics for an enthusiastic band 7 pharmacist. The closing date is 7th May with the interview on 10th June. Take a look 👀 healthjobsuk.com/job/UK/Northam…

Only one more week to go before the advert closes! #NHS #nhsjobs #pharmacistjobs #pharmacist

Workplaces where people are engaged do significantly better in productivity & performance. If we want to build better staff engagement, we need more conversations, not "engagement campaigns". Too often, leaders who want to improve staff engagement build “campaign-style”

If we seek significant, sustainable change in health and care outcomes, we need to change the underlying systems (& leadership thinking) that generate those outcomes. We need to become as skilled in system change practice as we are in project & programme management & quality

Three modes of organising for improvement: (1) Doing things well (2) Doing things better (3) Doing better things An organisational improvement strategy should focus on all three. Many organisations currently are overfocussed on (1) & (2) and under focussed on (3). This is risky

Why, when wise, experienced leaders make collective decisions, do they often make really bad decisions? In his new paper “A theory of collective stupidity in organisations - and possible remedies,” Geoff Mulgan challenges conventional wisdom about leadership failure. He says

As leaders of change we need to grow our own “change confidence”. We are leading increasingly complex change in increasingly tough environments. It might make us less certain about what can be achieved by when. It can lead to us questioning our own judgement, decisions or

#AngliaRuskinUniversity is looking for a Professor or Associate Professor to lead on the development of a Pharmacy programme within its School of Medicine 📖 🏫 🎓 #pharmacyjobs #pharmacyprofessor #pharmacyeducation jobs.pharmaceutical-journal.com/job/93817/prof…

Question: How can we build a link to purpose that improves performance for all employees? Answer: Activate the power of frontline (team) leaders in making purpose meaningful in daily work. A study of 57,000 employees across 469 organisations showed that when team leaders have

#PharmacyResearch