This review takes a look at some of NHS England’s highlights over the last year and includes real life case studies which show how patients have been put first.

http://kingsfund.blogs.com/health_management/2014/09/annual-review-2013-14-a-year-of-putting-patients-first.html

The general election will come at a pivotal time for health and social care. An unprecedented funding squeeze has left the NHS on the brink of financial crisis, while reductions in local government funding have led to significant cuts in social care services. The next government must ensure that the focus on improving quality of care established in the wake of the Francis report is sustained. It will also need to set in train a transformation of services to meet the needs of patients more effectively. Looking further ahead, the big question is how to provide adequate funding to meet future demand for health and social care.

http://kingsfund.blogs.com/health_management/2014/09/priorities-for-the-next-government.html

Staying calm under pressure is a major factor when it comes to our performance at work. Managing stress is vital for success in that it keeps us alert, and is also a major factor to determine psychological wellbeing.

http://www.robertsoncooper.com/good-daily-psychology-article/1081-10-ways-that-successful-people-stay-calm-under-pressure

Finds that followers experience those leaders as trustworthy who they perceived primarily as human, personal and relational. These findings present challenges for both aspiring and current senior leaders as well as those charged within the HR profession for selecting and developing such people in the future. In order to build trust relations with their followers, leaders need to operate in a space of trust, essentially the environment where trust between leaders and followers can flourish.

Underpinning this space is:

• reciprocity of vulnerability which describes that both the leader and the people working with them
  and for them need to feel trusted, as well as trust others. Thus, the space of trust also needs followers who want to trust their leaders

Key Lessons:

1. The need to enable holistic leadership development
2. The challenge of proximity in a mobile world
3. HR’s role in the space of trust
4. The importance of trust for organisations, their leaders and followers.

http://www.cipd.co.uk/binaries/experiencing-trustworthy-leadership_2014.pdf

Guidance from Monitor that provides examples of the types of conduct that can breach the competition condition of the NHS provider licence and competition law. Each example looks at the effect of an agreement or conduct on patients and what Monitor’s analysis would be under the provider licence and competition law.

https://www.gov.uk/government/publications/hypothetical-scenarios-choice-and-competition-conditions-of-the-nhs-provider-licence-and-competition-law/choice-and-competition-hypothetical-scenarios-for-nhs-healthcare-providers

This manifesto sets out the key changes that the BMA identifies as priorities for implementation following next May’s general election. It calls for greater partnership working between politicians and the health service to ensure the sustainability of the NHS, while promoting key BMA public health policies such as minimum unit pricing on alcohol and restrictions on tobacco sales.

http://kingsfund.blogs.com/health_management/2014/09/four-steps-to-a-healthier-nation.html

This five point plan is aimed at the next government and it sets out a series of clear messages to improve patient care and safegurd the NHS from an impending financial crisis.  It calls for the government to invest in medical education and support research, promote public health through evidence based legislation and adopt the RCP’s Future Hospital model for redesigning health services that brings care closer to the patient.

http://kingsfund.blogs.com/health_management/2014/09/future-hospital-more-than-a-building.html

Review of the 360-feedback data from more than 50,000 leaders to identify key behaviours that lead to bad decisions.

Explanation of the difference between organisational purpose, values and mission.

Lists what causes low energy with some useful short term and long term solutions.