Resources

Tricordant worked with the Partners and leadership team of Brookside General Practice, which has a list size of 31,000 patients, to support their leadership transition to a new Partnership portfolio model and a new service model based around multi-disciplinary Patient Health Teams.

BMS World Mission, a Christian mission organisation, was at a pivotal juncture in executing its five-year strategy amidst a volatile, uncertain, complex, and ambiguous (VUCA+) global context.

When we are considering a collaborative initiative, we need to have an appreciation of the value of goodwill and interdependence, but also ensure we release people to do their best work on the things that align most closely with their own priorities, motivations and objectives.

In the last couple of weeks, we have explored the case for alignment rooted in shared intent and/or complementary purpose. This week we will look at the cost of alignment.

Last week we looked at alignment rooted in shared intent, particularly as evident during the pandemic. However, shared intent is not the only root for alignment.

‘No man is an island’ John Donne (1572 – 1631) wrote in his famous poem. We belong to and need each other. A sentiment contrasted by Simon and Garfunkel in ‘I am a rock I am an island’ revealing we are not always comfortable with our neediness and interdependence.

I had initially intended to end the series about hurry last week but then felt the need to round it off with one more thought.

Why do I think it’s important to do something about hurry?

Those of you with families, especially young children, and demanding job roles are probably having a right laugh at the moment at the thought of time to yourself. If not laughing, maybe shouting some ‘pleasantries’ at the screen. I understand, I really do.

In this current series, of which this is number 3, I am reflecting on the impact the book ‘Ruthless Elimination of Hurry’ by John Mark Comer had on me during my recent sabbatical. 

Are you in a hurry, if so for what? During my sabbatical I realised I was often in a hurry for things that I had made into a pressure which didn’t need to be so.

I have just had the incredible opportunity of taking a 2-month (9-week) sabbatical break from work during May and June. It was a wonderful time to rest, reflect and consider the future.

In my last one-minute read, I set out why I believe strategy development is as critical today as ever.

We know powerful visions unleash organisational creativity and energy.