The Productive Pessimist

  Why bother with a mentor? Most of us have encountered the situation of knowing exactly what we want to do with our lives, or where we want to be in our careers, but not having a clue how to get there from where we are now.  The gulf between what we perceive as being "needed" in the role or life we want, and the resources, experience, and skills we have , seems un-bridge-able; there are no stepping stones, the current is too powerful, we don't know anyone with a boat... A mentor is, allegorically speaking, "a person with a boat." They've made the same journey we want to make, often from an equivalent, if not absolutely identical, starting point to us, and so they know  it's do-able for "someone like me" - because they are  "someone like you", and they did it. Unlike a coach, who supports you to become better at something you're already at the very least okay at, and who assumes the perspective of "I know more about this than...

  This is the main text of an article raising a critical eye at the UK government's recently announced social care reforms - which, themselves, are essential to ensure robust resilience, and an ability to actually implement, the planned reforms to the NHS. Our response here is intentionally brief, and intended to serve as an introduction and invitation to health and social care organisations, and other businesses, in the UK to partner with us to solve the problems they perceive with necessary systemic transformation. The cart before the horse Labour’s burning desire to reform the NHS, reduce waiting lists, and give patients greater autonomy and choice, relies on social care reforms; social care reforms which won’t even begin to be considered - by the groan-inducing “Commission” - until April 2025, with a very slow burn to a potential action plan being available sometime in 2028 - just in time for another General Election, and, very likely - given Labour’s proven ability to alienate...

  As leaders, we are often expected to have all the answers. If we don't, we risk dark mutterings about being "overpaid", about being "the reason people actually doing the work are struggling", or "the reason nothing ever gets done around here." Across sectors, people hate  leaders.  The NHS and UK social care, currently at the centre of political focus for reform, is littered with very public derision of "money being wasted on pointless leadership roles, rather than frontline services."  I've worked in a healthcare transformation leadership role, and...I'd be very wary of doing so again, purely because of  the attitudes from clinical staff, including their own operational leads. I was actually well-liked by these colleagues as a person, but even that regard couldn't get past the disdain my team, and what they represented, were held in. People don't like change, and they really  don't like change leaders. The reason why ch...