Inspiring from the front of the room, from the speaker’s space, matters. But so does being tuned in, and making it clear you are. Without breaching the hierarchies that exist – and they always do, and they’re necessary - knowing when to say thanks, how to express that thanks, how to read whether people are coping or drowning.
I see all staff as leaders. I try to inspire others by sharing risk with them, by valuing what they do and not just what I do, and by trying to practice me+you=us as a leadership culture. Some of our strongest programmes have come out of conversations in team meetings and from the most unlikely people.
Leadership means change, and change is difficult, it takes courage. It’s much easier to let things run as they always have. A good leader recognises the need to rattle cages and stir it up occasionally, and notably has the courage to go ahead and do it.
Its important for me to feel I'm making a difference. I know it's a cliche, but that's the reason why we choose to work in public services. I have absolutely no regrets. If I was beginning my career today I would choose to do the same thing. To know that something has changed someone's life for the better, and that I've had something to do with it, is a great feeling.
Great ideas come from everywhere in the organisation. Its the leader's job to show that you are prepared to listen to them, and hear them.
The biggest misperception people at work have about me is that I have more academic qualifications than I do. I ignored the advice to get a degree and started my career as an apprentice housing manager.
One of the greatest pleasures of being in a particular field for a number of years is you get to know about it, and feel you have something useful to say. In my case, it's leadership - both within and across organisations - with a focus on health and social care.
Jo Cleary was Chair when I became Chief Executive of the Skills Academy. She was excellent; supportive and exacting in equal measure. Without realising it, I was being coached into the role. I was Chief Exec anyway, but became a much better one thanks to her.
The CEO’s story – “So many ideas – but we can’t agree how to realise them” Chris, the CEO of a thriving design studio, was struggling to balance his creative output with the demands of running his own business. His team was finding it hard to realise their many ideas and translate them into further…
The Senior Interim’s story – “The longer I stay, the less effective I get.” Declan is a senior interim professional, employed in short-term, high stress, outcome-focused assignments. Placed into organisations by agencies, he is expected to draw upon his skillset to hit the ground running and solve problems within each organisation from the start. “I…
The Head teacher’s Story – “My school was judged to be inadequate” Kristin is the head teacher of a high school, judged to be inadequate by OFSTED. She came to Julia looking for an outside perspective on her situation. Feeling a strong sense of failure and professional shame, Kristen said she had had “lost confidence”…
The Public Health Professional’s story – “I didn’t understand what I had done wrong.” Grace is a highly qualified and well-regarded public health professional. Her specialist experience has been gained working both in the UK and internationally. She works at senior consultant level within a local authority in England and is a confident leader within…
