Resources

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.

Let’s follow our theme of uncertainty and scenario planning a little further. Like our own Century, the 20th Century was birthed in volatility and spectacular innovation and soon descended into war.

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.

Leadership is never easy. We are always having to hold competing and what often feels like irreconcilable tensions.

Our client, an industry-leading and award-winning Council, operates in a multifaceted environment, fulfilling its vital role in place leadership and delivering key services alongside partners to serve local communities.

The UK charity is a member of a global alliance of Christian charities seeking to serve practically across the globe. Their prior strategic plan had served them well, but the challenging and changing context meant they knew they needed to undertake a systematic strategic review.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July, with many challenges facing them common to many large and complex systems, whatever the sector. In the last 1-minute read, I explored how leadership in complex systems needs to and can develop a shared sense of belonging, particularly drawing from learning from working with the Suffolk and North East Essex Integrated Care System. Today, I am thinking about one of the other challenges: how to do things effectively at scale.

I am continuing to think about the new Integrated Care Systems developing across health and care in England following their statutory go-live on 1st July. The challenges facing them are common to many large and complex systems, whatever the sector. In the last two 1 Minute reads, I explored what sort of leadership such large, complex and messy systems need. I introduced the idea of holding tensions illustrated by Peter Kestenbaum’s Leadership Diamond and the concept of collective leadership.