A graphic with two sections. The left side features a yellow background with a quote by W. Edwards Deming: 'It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth.' The right side has a minimalistic diagram showing a grid of black dots, a blue dot at the bottom left, and a red dot at the top right, connected by an arrow pointing upward, symbolising progress. The logo 'THIS Institute' appears at the bottom right.

Measurement is a key characteristic of any healthcare improvement effort. In our latest Element, authors Alene Toulany and Kaveh Shojania from @tmu-medicine.bsky.social
note that there’s no one-size-fits-all formula for measurement when it comes to healthcare improvement. https://ths.im/3POxwJ4

Israeli attacks have killed 46,645 Palestinians, including 18,000 children, since the war on Gaza began in October.

🔴 LIVE updates: https://aje.io/bwalgr

Mental Health Question Time: Exploring Peer Support in Mental Health Join our panel for an interactive, in-person discussion on the current state of peer support in mental health services in England.

🌟 Mental Health Question Time 🌟

Exploring #PeerSupport in #MentalHealth
#MHQT

🗓️ In-person, London, Jan 27th

Chair: Patrick Nyikavaranda
Panel: Julie Repper, Mel Ball, Sharif Mussa, Brynmor Lloyd-Evans, Karen Machin, Isaac Samuels

@uclpsychiatry.bsky.social

www.eventbrite.co.uk/e/mental-hea...

Change does not happen until it makes sense to people! It makes sense, when people trusted and liked approves the change. People who are caring, reflecting and energizing to be around.

3% of them impact 90%.

Change does not happen because the big boss says it has to, or because of an email or 4.

When we're in the middle of fire fighting an understandable reaction would be to build fire stations on every street corner. But surely preventative/environmental measures remain the absolute key thing, with well resourced emergency services available when needed.

And the same applies in healthcare

Confidence burst into the room and boldly sat in capability’s chair. He put his feet up on the table and dared us to say something. We glanced furtively at one another, but said nothing, because we didn’t know what capability looked like.

1) Articulate your leadership values & hold yourself accountable 2) Delegate better: consider the level of trust in the process 3) Get honest input: empower people to stop self-censoring 4) Tap the power of mid level managers to strengthen culture 5) Develop more continuous learners in your organisation 6) Set better boundaries with your team 7) Energise team meetings: Make everyone feel heard 8) Stop exalting busyness 9) Be a manager — not a mouthpiece for higher-ups 10) Communicate more effectively about change

Today, mitsmr.bsky.social published ten essential leadership tips for 2025 to "build your leadership skill set & solve tough challenges in the new year": sloanreview.mit.edu/article/10-e...
Interesting how many of them are so called "soft skills". Perspectives of leadership are changing.

Help us improve data on avoidable brain injury around the time of birth This survey aims to explore the views of maternity and neonatal professionals to help improve the collection and use of data relevant for reducing risk of avoidable brain injury around the time of…

📢 Help improve the way routinely collected data on avoidable brain injury around the time of birth are captured and used. Take part in a short survey by 23 February. 👇

For change agents, our ability to influence without authority is a key issue because the impact we create is tied to it. So I appreciated this article which sets out five approaches to influence: medium.com/code-like-a-.... By Vinita Bansal. Graphic by Office Guy Cartoons.
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NHS managers at (Agenda for Change) bands 6-8a line manage up to 80% of NHS people. These “frontline” leaders have an outsize influence on NHS performance. See eg: bcg.com/publications... by BCG.
I'm spending tomorrow with 4 NHS systems seeking ways to unleash the potential of frontline managers

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Increasingly as leaders of change we work with/through community. "The Community Weaving Handbook" (weaving as you can't just build a community in a mechanistic way) offers outstanding learning about creating healthy communities: handbook.community-weaving.org/communitywea... via Fabian Pfortmüller

Yes….i think we at that stage as well. Read a great quote the other day, when dealing with people slow is fast ….its hard for people to understand that in these current pressures.

Empowering communities and frontline staff to find the solutions. How do we capacity build the ‘architects’ needed, and get the ‘surgeons’ to change their mindset?…. Great article and much food for thought….

How the ‘biggest shift the NHS needs’ - more participative, architect-style leaders – can increase NHS performance by 10% A top NHS improvement leader recently shared his view that ‘the biggest shift we need to see’ is away from the heroic problem-solving NHS leaders we see today towards problem-framing architect-style l...

The big challenge the NHS faces is the relationship it has with leadership. Does it want leaders with agency or leaders who implement policy?

This by @matthewmezey.bsky.social is great There are leadership models that are proven to achieve healthcare improvement

open.substack.com/pub/matthewk...

Listening to Tiwaloa Adebayo. Confident and killing it! @nhselect conference. So resonating and inspiring. Thank you for your passion and messages. Anyone struggling with self doubt - look her up!

I wish we had never left but financially is it the time to waste thousands on lawyers and negotiations? …can we do it step by step, one priority at a time?