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There's a growing body of evidence about the importance of cultural readiness & social connection as foundations for change & improvement capability in organisations. It can be very hard to improve performance in organisations where this "relational" investment has not been

The Center for Creative Leadership Center for Creative Leadership looked at data from 48,000 leaders globally to identify the top challenges identified by leaders at different levels. They found that leaders reported the same issues consistently, regardless of sector, industry or country. The top

There's a big difference between "speaking up" & "calling out". This is so relevant in the context of building psychological safety & addressing issues & concerns within teams. ‘Speak up’ cultures enable people to get under the surface of issues; to feel & be heard. ‘Call out’

High levels of ‘social capital’ (the value gained when people work well together) create the conditions for high performance in health & care. The evaluation of 5 NHS organisations that undertook whole system transformation showed that social capital is more important than human

"Corporate antibodies" are people or processes within an organisation that resist new ideas & innovations, often with a good intention to protect it from risk. They're called “antibodies” as they seek to neutralise changes they perceive as threats to the status quo and make it

Too often when we talk about "leaders", we focus on people who have "manager" or "director" in their job titles. We can end up undervaluing the role of informal leaders - team members who influence outcomes by the tone they set, their conduct & how they interact with others in

Stanford Social Innovation Review Stanford Social Innovation Review has just produced a new reading list on transformative leadership. There are links to multiple excellent, thought provoking articles, such as in the first link "Recognizing Leadership in All Its Forms". Inspiring reading about

I haven’t posted any content on X/Twitter the last few days. It’s because I went to the Academy of Management conference in Chicago & returned with a severe case of Covid. It has wiped me out & it’s not retreating quickly. I’ll start posting again as soon as I feel better. Helen

Day 15 of Covid. I’m feeling a little better every day now & I will be back on X/Twitter tomorrow (Tuesday) . Thanks for all the lovely messages. Helen x

One of my favourite illustrators of organisational life is Virpi Oinonen / Business illustrator. Here she is highlighting wicked problems (messes). These are complex issues involving many interdependent factors, making them hard to define & understand fully & with no clear solution. Most of the issues we

The International Forum on Quality and Safety in healthcare is a brilliant event that brings improvers from across the globe to connect, share & learn together. They are seeking a Senior Programme Manager. It would be a fantastic job for someone with events/organising experience,

One of my great joys in the past couple of years has been acting as a coach to the NHS #StayandThrive community of action. It's an initiative that seeks to support our brilliant internationally educated colleagues to stay in the NHS. It's getting some great outcomes. Learning

New behavioural science research shows that cynical thinking is a barrier to success at work. Cynicism can bleed workplaces of creativity, openness & morale & negatively impact outcomes. People who succeed at work tend to so by building trusting connections & alliances: the

Research suggests that organisations that make the space to think about & prepare for the future get better outcomes. "Futures thinking" is increasingly becoming a key leadership skill. Whilst we cannot predict what is likely to happen, we can anticipate the future, prepare for

"Efficiency" & "productivity": two terms that we often confuse. As a result, we may struggle to address the problems we face because they focus on different problems with different solutions. High efficiency does not mean high productivity. We can create highly efficient

Many of the tools & methods we use for innovation are designed for "developmental" innovation; incremental improvement to existing products & services. The gap between where we are now & where we need to be is so big that we need much more "radical" innovation. This kind of

The post I made a couple of days ago on the differences between efficiency and productivity has been turned into a superb sketchnote & accompanying blog by Tanmay Vora ✍: qaspire.com/efficiency-and…. For those who couldn't open the original article by Avi Siegal, here's another link: