Introducing the Leadership Koru
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Professor Michael West discusses the importance and role of compassionate leadership in today's NHS.
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In this funny and invigorating talk Lars walks us through the personal journeys of great leaders, shows lessons from the golden age of leadership and shares 3 strategies on self-leadership to develop yourself into a "Utopia leader”.
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Patrick Lencioni identifies five behaviours which, if maximised, will result in team that operates as efficiently and effectively as possible.
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This short video takes you on a journey through each of the forming, norming, storming and performing stages and will help you to identify where your team “is at” in their team development.
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Here Ross Denton speaks to the value of being reflective about ‘how you show up’ and the impact that has on others around you.
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Here Jacqui distils the many theories and practices of leadership to offer a simple model to help focus your leadership attention.
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Pete speaks to the foundations of leadership: the value of kindness, the need for self-responsibility; and the importance of staying connected to our leadership purpose.
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We all agree that coaching and development are critical to transformative leadership. However, there is just one major problem: we don’t practice it! Why
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How can you tell if a leader has political skills? The answer: if they appear not to have any such skills at all.
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This guide will help you identify the skills, behaviours, and mindset you need to succeed in your new role. The guide pulls together a range of learning material for you to watch, read, and engage with. It will take you through a self-paced learning process; the key components being reflection, learning, planning, action, and more reflection.
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We all manage at the political interface – what some have termed a grey area between the hurly-burly of big P Politics and the general management of the organization. And the relationship at the core is that between the Leader and Chief Executive.
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Delegation benefits managers, direct reports, and organizations. Yet it remains one of the most underutilized and underdeveloped management capabilities.
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Delegation is the key to a successful organization. Sharing responsibilities keeps members interested and enthusiastic about the group. You might be reluctant to delegate because…
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If conventional approaches don’t suit complex organisations, what does? We identify four tools that may be used to guide these organisations in a way that preserves their innate ability to learn and adapt in their changing environments.
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How can we bridge this artificial ‘divide’ between strategy and execution?
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What causes this lack of strategic thinking amongst people in an organisations? And how can we resolve the situation?
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Many would argue that we have be more “strategic” in our approach. Job advertisements and role descriptions describe the ideal candidate in these environments as being strong “strategic thinkers”. What does this really mean and how can we develop that ability?
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But no matter how great the thinking, the strategy is useless unless it gets executed. Most senior leaders know that developing strategy is only the start of the process.
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How then can we ensure that a positive culture, with a focus on patient care, be encouraged, and inappropriate behaviours and performance be reduced?
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