Leadership development expert Joe Folkman speaking to a group about the importance of strengths based leadership
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We have all heard the expression of praise that a person “is a born leader.” Despite the admiration captured in these words, they imply that excellent leadership is innate only to a few, and that the rest of us not born with such talents must accept, with grace, a second-class standard.
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Leadership isnt always about changing the world. Often it’s about making someone’s life better through everyday leadership interactions.
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Explores how leaders can inspire cooperation, trust and change. Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question: "Why?" His examples include Apple, Martin Luther King Jr. and the Wright brothers.
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Donald M Berwick is the former President and CEO of the Institute for Healthcare Improvement, which he co-founded and led for 18 years. At our final leadership lecture in the 2013 series, Don shared his experience of the health care system in the United States, relating it to the changes currently seen in the English NHS.
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One of the things that gets in the way of many people leading is a popular misconception that effective leaders must possess some special leadership DNA. This view has come about because the leaders that easily spring to mind are those that have brought about some type of heroic change.
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Daniel Goleman (the ‘father’ of emotional intelligence) discovered that although the qualities commonly associated with leadership, like intelligence, decisiveness, determination, and vision, are necessary for success, they aren't enough. Highly effective leaders also have a solid degree of emotional intelligence.
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Don Berwick, Founder and former President, IHI, about the role of clinicians in leadership speaks with Richard Bohmer, Professor of Management Practice, Harvard Business School and International Fellow at The King's Fund.
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This video is a short interview with Professor Michael West about developing cultures of high quality care in Health Services.
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Senior Fellow at The King's Fund, explains that to continually improve health and social care, we must design collective leadership.
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There are plenty of issues to keep health leaders awake at night: financial concerns, the winter crisis, the junior doctors’ strikes and experiences of poor-quality care are all in the news.
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Ask 100 people if they have good common sense, and more than 95% will tell you they do. Ask them if they are good coaches, and almost as many will say yes. Executives we talk to assume that if they’re good managers, then being a good coach is like your shadow on a sunny day. It just naturally follows.
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When I was about 14 years old, I joined my school’s Army Cadet Corps. It was attractive because I’d heard they did cool things out in the bush. I was having a bit of a hard time at boarding school, and I thought it would a great respite. It wasn’t what I expected.
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