Brighton Chireka @Docbeecee

“Change begins with me”. As change leaders, we can feel a lack of power or agency when the situation we’re trying to change feels immovable. A new book by @Caroline_Webb_, “Leadership Intelligence” sets out multiple actions we can take to make a difference. We don’t need to rely on (or wait for) other people or other things to change. The change can come from within us, by thinking & acting differently. She shows us how the part we can control is bigger than it often feels. To define “Leadership intelligence”: a combination of wisdom (widening perspectives & easing mental load), inspiration (helping people expand their sense of personal competence & build social connection) & resilience (making situations feel manageable & amplifying what’s meaningful). Caroline Webb says “leadership is about enabling a group of people to achieve more together than they could on their own." So the intelligence in question is relational, not individual cleverness, the kind of thinking & practice needed in an era of AI. The book has 21 chapters. Each sets out a challenge leaders face daily, a role model who faced it, then advice in the form of a tool or framework. It’s all evidence based, grounded in psychology, neuroscience & behavioural economics. I’ll go back to many of the tools when I’m in a specific situation. Here are four of the frameworks I’ll build into my change practice now: - The ACORN approach (aim, criteria, options, rating, next steps): helps us make better decisions by giving us a way to organise & progress our thinking. - The “four frequencies of effective communication”, needed for a message to truly land. It covers frequencies at the level of personal (“I’m appreciated & respected”), team (“reminds me we’re doing something useful together”), leader (“shows my leader is a fellow human being”) & message (“makes me feel I’ve understood”). - The “bridge model” for improving a difficult stakeholder relationship. Understand the towers (their concerns & your reaction), build the connections (cables) & meet in the middle on the deck. - The “know-be-do” framework of certainties for leading in times of upheaval: things we know (facts, timings, priorities, feelings); things we continue to be (strengths, values, experience, routines) & things we choose to do (attitudes to adopt, scenario planning, no-regrets moves, next steps). The book quotes Jacinda Ardern: “While we cannot change everything about the environment we are in, we can change ourselves – to build greater strength & resilience, in spite of the headwinds around us”. I’ve spent decades on change efforts where the system often felt impenetrable. My own sense of agency lived in what happened between me & the people I worked with. The questions we asked, the thinking we made room for, how easy we made the new ways of working, the steadiness we held when things got tough. Caroline Webb has given us the science & multiple practical tools for all four. The book "Leadership Intelligence": carolinewebb.co/liorder See also: "5 Science-Backed Ways to Become a Better Leader" from the @NextBigIdeaClub: nextbigideaclub.com/magazine/5-sci… "How to Lead When You Don’t Know What Comes Next" with Jessi Hempel: linkedin.com/pulse/how-lead… There are some great reader's resources on the Caroline Webb website, including downloadable guides for reading paths, an AI guide and a guide for groups that want to discuss the book together: carolinewebb.co/leadership-int… I'm thrilled to announce that I'm leading a webinar "In conversation with Caroline Webb" on Friday 16 October, 1600-1700 BST. We will discuss the implications and opportunities of "leadership intelligence" for leaders in health and care. It will be hosted by our friends at @Aqua_NHS. I will advertise it on X. All welcome. Hold the date!

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In the NHS, if you improve efficiency and patient flows so that you have a fairly empty waiting room, this can be seen as a sign you are ”not working hard enough”. If you don’t do this and your wating room is full, this is often seen as being “over-worked” and “under-resourced”.

INSTEAD OF WATCHING NETFLIX TONIGHT. Spend 2 hours with this. Claude AI FULL COURSE that teaches you how to BUILD and AUTOMATE anything. The people who watch this tonight will wake up tomorrow with a new skill. Watch it and bookmark it now.

Exercise is effective in attenuating age related decline in bone mineral density in adults aged ≥40 years, finds new BMJ study. Read more about their specific findings bmj.com/content/394/bm…

Ikigai is the Japanese concept of “what makes life worth living.” Ikigai might also allow us to make better sense of a number of problems in healthcare, writes @KamranAbbasi in Editor's Choice bmj.com/content/394/bm…

Mama Samia , president of Tanzania 🇹🇿 vaitosheya mudododo , iwe usina kana kumboita class monitor hanzi barika handidi? MISWAI! 😂😂🤣🙌🏽

Support is here . Thank you @BMAwellbeing

BMA Wellbeing @BMAwellbeing

3 days ago

If you're a doctor or medical student in need of support, you may find some of our @TheBMA resources helpful: ➡️Counselling ➡️Peer support service ➡️Doctor support service ➡️Wellbeing support services directory 🌐More details: bma.org.uk/yourwellbeing #WorldSuicidePreventionDay

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The pharmacy-based cholesterol testing pilot should assess testing volumes, which patients are reached, cardiovascular risk identified, health inequalities, GP workload, duplication of existing services, clinical outcomes and full programme costs. pulsetoday.co.uk/news/clinical-…

Opportunistic care is not a substitute for organised screening, prevention or structured chronic-disease and medication reviews. It is a pragmatic way to close gaps in care when a patient is seeing a health professional, provided the extra work stays brief and relevant.

In situations of change, what holds people together when the ground keeps moving? A sense of belonging. I define “belonging” (in a change context) as confidence that we are part of the group the change is happening with, that our effort to adapt is visible to the people around us and that what we contribute still counts as the organisation reshapes itself. Belonging is one of the most underrated conditions for change leadership. We plan structures, timelines and communications. We plan far less for whether people feel connected, seen and significant while the change happens around them. Three reasons belonging matters to the change itself: 1) Change travels through relationships. New practice spreads when people we trust adopt it first. 2) Uncertainty is more bearable in company. When people are unsure of their standing, their attention moves to self-protection. That attention is then unavailable for the work of adapting. 3) Belonging is a condition for speaking up. What goes unsaid in the early weeks of a change initiative (when people don’t feel secure enough to name problems) often reappears later as failed implementation. Research by Gartner, across multiple industries and sectors (including health and care) shows a widening “transformation deficit gap”: the chasm between the pace at which leaders introduce change into their organisations and the depleted capacity of people at work to absorb, believe in, and deliver it. Glassdoor named "fatigue" the defining word of the year. A recent @hacking_hr analysis describes how the scars of disruption are relational. Change fatigue often shows up as withdrawal. People stop asking questions, stop offering ideas, stop working across boundaries. BetterUp's research links a high sense of belonging to a 56% rise in job performance and a 50% drop in turnover risk. The graphic sets out three dimensions of belonging that become critically load bearing during change. Each one points to actions that leaders of change can take: CONNECTION, or "I am not alone": do I have people here I can trust? Protect time for peer conversation and mentoring when delivery pressure rises. Create spaces where people can ask questions, so uncertainty is not faced alone. FEELING SEEN, or "I am not invisible": does anyone see me and my contribution? Notice effort, including the work behind the scenes: learning an unfamiliar system, holding a team together, absorbing extra load while roles settle. Value adaptation and learning. MATTERING, or "I make a difference": does what I do make a difference here? Reinforce to people how their contribution is meaningful for the organisation. Clarify roles when priorities change, so people can see where they still fit. This is the dimension that change disturbs most, because purpose gets lost in the noise of implementation. We cannot treat belonging during change as a “cultural nicety”. The evidence points to it being one of the fundamental conditions that decides whether a change takes hold. hackinghrlab.io/blog/employee-….

@nickmangwana Our thoughts and prayers are with those that have lost their loved ones.

Our systematic review concludes that home and community visits in undergraduate medical education help students understand real-life patient circumstances - like housing, mobility and social determinants - that may be missed in clinical settings. tandfonline.com/doi/full/10.10…

AI is already beginning to change healthcare. Our new plan outlines how NICE will support the safe, effective and scalable adoption of AI in the NHS: nice.org.uk/news/blogs/har…

Sam Altman (CEO of OpenAI): "You no longer need to write prompts." In just 38 minutes, he explains how to use ChatGPT at a level that most people can't even imagine. It's a talk he gave to Stanford students. A friend sent me the recording last night. After watching it, I realized I was only taking advantage of about 15% of what this tool can really do. Watch it in full and then read the guide I leave below on how to create a system that prompts itself. Follow @AnishJaitwar for more

@NICEComms AI is already with us so we just need to make sure we use it responsibly , ethically and humanly to improve the quality of patient care .

A billionaire walked up to a whiteboard and explained the entire economy in 42 minutes. for free. Wall Street spent the next decade pretending the recording did not exist. Ray Dalio drew three forces that govern every boom, every crash, and every rate decision since 1929. Short-term debt cycle. Long-term debt cycle. Productivity. Politics as the force that turns the machine. MBA programs still charge two hundred thousand dollars for frameworks he gave away in the first fifteen minutes. Several of the models he sketched that day remain proprietary inside major banks. He put them on YouTube with no paywall and no fund pitch. He also mapped the zero-rate wall and the money printer two years before 2020 forced them into the open. The lines on the board were not a prediction. They were the arithmetic of a cycle reaching its limit. A portfolio manager at a top-five firm told me every new analyst is required to watch this lecture before they open a terminal. Not the internal training. Not the CFA material. This one. Forty million people have seen it. Almost none of them can still name the three forces he drew in the opening ten minutes. The lecture is still free.

Kaien @kaienphase

a month ago

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Instead of watching an hour of Netflix, watch this 2-hour Stanford lecture, which will teach you more about how LLMs like ChatGPT and Claude are built than most people working at top AI companies learn in their entire careers.

Rohit @heyrohitai

2 months ago

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🚨Anthropic just showed a 24-minute workshop on how to actually do prompts for Claude. Taught by the people who built it. Free. No registration. No paywall. I've seen $300 courses that don't cover what they teach in the first 8 minutes. Watch it and bookmark it now.

A man spends 50 years teaching at MIT. He knows his time is running out. So he records one last lecture — everything he knows, distilled into a single hour. He died 5 months later. This is that lecture. The most important hour you'll watch this week. 👇 Bookmark it for later

Shruti Codes @Shruti_0810

4 months ago

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