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Benefits of executive/professional coaching - ability to have a safe space to think things through and challenge their own perceptions, and hear things from the coach no-one else will say. Not there to tell them what to do. Stop telling and ask questions (hardest part from the coach perspective). having the 'right' answer is counterproductive to improvement (quicker to tell/validate/directive, but looses process of learning)

----

In this episode our host Stephen Brown is going to be exploring professional coaching with Ted Campbell. Whilst still a relatively young industry, professional/executive coaching has gained popularity in recent years with business and people leaders recognising the impact it can have on an individual’s performance and that of a wider business.

During our chat Ted provides his definition of coaching as well as sharing the philosophy he adopts when working with clients. We find out what it takes to be a credible coach and how important integrity is when creating an environment where your coachee feels comfortable to bring anything to the table. We also take a look at how the coaching industry has evolved over the years as well as how emerging technologies may play a part in it’s future. Whether you’re new to coaching or an experienced coach yourself, you’ll gain fantastic insight from one of the industry’s most experienced practitioners.

[listened July 2026]

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Listen to this episode from The STRETCH Podcast on Spotify. Hello and welcome to the STRETCH podcast. In this episode our host Stephen Brown is going to be exploring professional coaching with Ted Campbell.

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[Watched July 2026]

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Good example of improvement methodology - utrasound

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Good example of improvement methodology - utrasound

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NHS Productivity Commission -  Heath Foundation

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NHS Productivity Commission -  Heath Foundation

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The health foundation has published an overview of its recent call for evidence on boosting NHS productivity. They received 125 submissions, which included 263 proposed reforms.

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The NHS Productivity Commission aims to provide evidence and solutions to boost NHS productivity over the next decade.

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Neurodiversity Guidance for students and practice assessors (RCN)

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Neurodiversity Guidance for students and practice assessors (RCN)

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have a listen - does this link to the benenfits of huddles and safe spaces to speak up?

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Podcast, The Lens - Episode 115. Psychological Safety Unlocks Continuous Improvement | Catalysis

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Jamie Stilwill and Joell Teal, faculty with Catalysis, share about the connections between psychological safety and continuous improvement in healthcare.

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THIS Institute - The Healthcare Improvement Studies Institute

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How to design and plan large-scale programmes so they work

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THIS Institute has collaborated on a new framework for designing large-scale change programmes in health and care

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Artificial Intelligence isn't just for data scientists anymore-it's everywhere. From large language models to generative AI, these technologies are reshaping how organisations work, solve problems, and deliver value.

For Continuous Improvement professionals, this presents a defining moment.

AI can accelerate PDCA cycles, deepen customer insight, and automate repetitive tasks -but it also carries real risks. Over-reliance can weaken judgement, erode engagement, and even threaten the culture of improvement that sits at the heart of sustainable change.

The future will not be "AI vs. human." It will be AI + human -and the CI professionals who adapt fastest will lead the way.

Inside this whitepaper you'll discover:

How AI is already transforming improvement work across industries

The biggest opportunities and the most pressing risks for CI professionals

A practical nine-point plan for responsibly integrating AI into improvement practices

The role of accreditation and the Lean Competency System (LCS) in developing future-ready skills

This is not a choice between embracing or ignoring AI. It's a choice between shaping the future-or being shaped by it.

Download the whitepaper now and explore how to adapt, augment, and lead in an AI-enabled world.

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Adapt or Be Automated: What AI Means for Improvement Professionals

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Discover how AI is reshaping Continuous Improvement. Explore opportunities, risks, and a nine-point plan to adapt, augment, and lead in an AI-enabled world.

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Good morning. Nothing screams 'yesterday's man' (or woman) like talking about kaizens and lean manufacturing. The continuous-improvement program made famous by Toyota in the 1950s was embraced by corporate America before many of us got our first job. Today GE Aerospace CEO Larry Culp is an ardent proponent, as are Ford's Jim Farley and Baxter International chief Andrew Hider, who just concluded his first annual "President's Kaizen Week." But maximizing value while minimizing waste through human-led continuous improvement processes can sound quaint. Most manufacturers would rather talk about digital transformation, automation, and AI than poka-yoke, gemba walks and the three Ms of waste ( muda, mura, muri!).

Not Tom Polen of BD, otherwise known as Becton, Dickinson and Company, No. 211 on the Fortune 500. The company sells 35 billion devices a year ranging from hypodermic needles to advanced monitoring platforms. Polen talks about lean manufacturing with the same zeal that other CEOs talk about AI. He even shares the same sensei (master teacher) with Culp, Yukio Katahira. Polen became CEO in 2020, launching BD Excellence in 2024 to scale lean practices across the company, going from 50 kaizen projects to 1,500 last year. He argues that lean is a prerequisite for leveraging AI.

"If you're not doing lean, do lean first," he told me. "Get those systems and capabilities and then start applying AI on top of solid processes and systems. I'm 100% convinced that AI with lean is where you get the power."

He says lean has enabled a cultural shift, too, as the company completed the spinoff of its $3.3 billion-a-year bioscience and diagnostic solutions units earlier this month to focus on its $18.5 billion medical technology business. While BD faces pricing pressure in China and a range of challenges at home, its stock is up 19% this year while the S&P 500 is flat. With a streamlined operation and a workforce focused on daily improvements, BD's lean champion-in-chief feels optimistic. "Leaders' responsibility is to absorb complexity up and push simplicity down," Polen said. "You get what you measure, but you get what you celebrate even more than you get what you measure. Every promotion, every plant visit, every town hall is used to celebrate continuous improvement behaviors, not just financial outcomes."

Contact CEO Daily via Diane Brady at diane.brady@fortune.com

Top leadership news
Job-hopping is losing its perks
A new pay trends report from ADP with found that job hoppers are seeing their year-over-year pay growth cool, slipping from 6.6% in December to 6.4% in January. Employees who stayed put saw pay growth of 4.5%, narrowing the gap between job switchers and stayers to its smallest since 2020.
Figma posts solid earnings amid software cooldown
Cloud-based design platform Figma a 40% year-over-year jump in quarterly revenue on Wednesday and defied the ongoing SaaS-pocalypse with a 15% jump in share price in after-hours trading.
Deutsche Bank asks AI which industries are most vulnerable to automation
Deutsche Bank its proprietary AI model (which runs on Google's Gemini 2.5 Pro) to identify the sectors most vulnerable to AI automation. The model flagged IT, software, and finance roles as among the most at-risk, while fields such as patient care and education were among the least exposed.

The markets

S&P 500 futures were down 0.37% this morning. The last session closed up 0.56%. STOXX Europe 600 was down 0.61% in early trading. The U.K.'s FTSE 100 was down 0.67% in early trading. Japan's Nikkei 225 was up 0.57% . Chinese markets are closed for the New Year. South Korea's KOPSI was up 3.09%. India's NIFTY 50 was down 1.410%. Bitcoin was down to $67K.

Around the watercooler

Top Trump advisor furious about true cost of tariffs being revealed, vows to punish New York Fed for 'worst paper' ever in history by Jake Angelo

High-flier: Palantir CEO Alex Karp spent $17.2 million on private jets in 2025, filing reveals by Nick Lichtenberg

Big Tech execs playing 'Russian roulette' in the AI arms race could risk human extinction, warns top researcher by Tristan Bove

OpenAI is paying workers $1.5 million in stock-based compensation on average, the highest of any tech startup in history by Preston Fore

Amazon exec says the most important lessons from Jeff Bezos were the 16 leadership principles he once dismissed as cultlike by Sydney Lake

CEO Daily is compiled and edited by Joey Abrams, Claire Zillman and Lee Clifford.

This is the web version of CEO Daily, a newsletter of must-read global insights from CEOs and industry leaders. Sign up to get it delivered free to your inbox.

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This Fortune 500 CEO says 'lean manufacturing'-Toyota's famous management philosophy-is a prerequisite for leveraging AI | Fortune

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Also: All the news and watercooler chat from Fortune.

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Teaching guide: Kotter and Schlesinger’s model for overcoming resistance to change

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Outlines some of the methods that might be used to overcome resistance to change.

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AQA | Teaching guide: Kotter and Schlesinger’s reasons for resistance to change

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Identifies four types of reason why people resist change.

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Not keen on the language of 'forget' as org memory a known problem and we already forget why we do things. But this is actually about the intention to stop.

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Also available as on NHS Leadership Academy as a short course (less info than the website)

[read Dec 2025]

Attention

Equality

Ease

Appreciation

Encouragement

Feelings

Information

Diversity

Incisive questions (could replace with curiosity)

Place

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Our Leadership Way – Leadership Academy

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higher dosing levels than 1/10/100 GB/YB/WB we have previously been working on

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Jen talking about FX and FHFT from about 40 min

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Ever-So-Lean Podcast Extra | LCS Awards 2025 Winners Celebration

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Found on twitter @PhDtoProf

Might be helpful for writing up FXIS or case studies

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When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction.

also applicable to teaching improvement and huddle theory. Focus on principles and practice, allow learners to sit with the uncomfortable until it becomes natural.

Principles instead of rules allow local adaptation without losing meaning

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When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction. https://t.co/UBqVciBxGf

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When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction. https://t.co/UBqVciBxGf

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When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction. pic.twitter.com/UBqVciBxGf
— Richard Wheadon FCCT (@RichardWh84) December 6, 2025

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When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction. https://t.co/UBqVciBxGf

# data[].attributes.attachment_link.metadata.attachment_props.original_text
When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction. https://t.co/UBqVciBxGf

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When a T&L policy is built on principles, not tasks, it fosters richer conversations about learning, helps close the knowing-doing gap, and reduces lethal mutations in teacher instruction. https://t.co/UBqVciBxGf

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HF is about making it easy for Homer to do the right thing

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HF is about making it easy for Homer to do the right thing

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What is human factors? Do you have difficulty explaining the topic to others? And what value does human factors add? This case study examines the factors that might influence a control room operato…

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8 critical skills for high performing leadership

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8 critical skills for high performing leadership

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The Talent Gathering is an event aimed at HR professionals in Scotland and beyond. John from Culture Impact shares his take aways from 3 sessions he attended.

cognitive overload is common - changing the experience, changes the performance

leaders must find ways to build cultures of trust and experimentation (talking about application of AI)

authenticity, vulnerability, resilience and courage - high accountability leadership

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Leading in a world of change: insights from The Talent Gathering 2025

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This week, I was lucky enough to attend The Talent Gathering at Murrayfield in Edinburgh. It’s the second time I’ve been and, once again, I left full of ideas. Three talks in particular have stayed with me. Very different speakers, very different stories, but all offering perspectives on how we can adapt, lead, and perform in a world where both human and technological change are accelerating and where we never quite know what’s around the corner. Amy Brann from Synaptic Potential shared insight

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NHS Scotland resources for huddles, visual management boards and huddle scripts

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The huddles should follow a standard agenda, and you can use a script in the initial stages to structure the conversation. The total time of the huddle is 15 mins. 10 mins to discuss last week’s data and the improvement work, with 5 mins for questions and discussion at the end, whilst huddling around a visual management board.

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Tanmay Vora - Leadership Development, Change Facilitation and Visual Storytelling

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Benefits of Sketchnotes and Visual Thinking for Business Leaders and Teams - Tanmay Vora

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I started sketchnoting as a personal learning project in 2015. Over the years, sketchnoting has grown from a personal tool for recording my learning/reflections into a powerful medium for thinking, storytelling, problem-solving, and connection. What began as a tiny experiment - drawing ideas to better understand them - has transformed the way I learn, facilitate

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Watch our series of clips to discover how to do sketchnoting.

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Lean as a healthcare improvement approach

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Lean as a healthcare improvement approach

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Despite its popularity, implementation is not straightforward. Challenges include terminology that isn't always easy to grasp, perceived dissonances between the manufacturing origins of Lean based on repetitive, standardised, automated production and the human-centred world of healthcare, and problems with fidelity.

"In practice, there is a tendency to give significant attention to Lean tools and techniques but reducing Lean to a toolbox risks reducing recognition of the need for the cultural change and leadership behaviours required to deliver improvement"

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recommended read from Laura

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recommended read from Chris

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collaborative leadership in intergrated care systems

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collaborative leadership in intergrated care systems

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Vilifying the status quo can derail change efforts

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Vilifying the status quo can derail change efforts

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exploring Kotter - risk of using urgency leading to employee anxiety

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Health organisations around the world are recognising the need to shift from a focus on quality improvement methodology to a broader approach to managing and improving quality. This project gathers insight from Quality Management Systems (QMS) across the UK and Ireland and shares recommendations and learnings for those embarking on or sustaining their own QMS.

Introduction

With record waiting lists, staff shortages, and outdated facilities, leaders of health organisations face the challenge of balancing essential reactive work with ambitions for long term transformation of our health care systems. Leaders need strategic tools that are flexible, enabling them to mobilise their organisations to support short term priorities and systemic long term change.

Quality Management Systems (QMS) is one such approach to high quality care for a whole organisation, going beyond clinical quality and safety.

At Q, we define a whole-organisation Quality Management System as a coordinated and dynamically interconnected approach to planning, improving, controlling and assuring high-quality care. A QMS is applied across all levels of an organisation - from team to board. It is aligned to strategy, underpinned by documented processes, procedures and responsibilities, and embedded in organisational culture.

The insight we have generated highlights how health care leaders can set clear vision, direction and culture for their organisation through a QMS approach.

Project background

We set out to better understand QMS as part of a long-term quality journey. The key questions guiding this work were:

How is whole-organisation QMS currently framed and understood?

What can we learn from QMS examples of different maturity levels and journeys?

What are the conditions and enablers that support the development of QMS?

What is needed to progress more systemic approaches to managing quality in UK and Ireland health care organisations?

The insight consolidates findings from a literature review, interviews with national leaders and experts. The insight also looks at how seven organisations have applied a QMS approach in their health board or trust, what they have learned so far and what difference it's made. Each case study offers invaluable learning for anyone making progress in this area.

They comprise of Aneurin Bevan University Health Board, East London NHS Foundation Trust, Great Ormond Street Hospital for Children NHS Foundation Trust, Leeds Teaching Hospitals NHS Trust, NHS Lanarkshire, Northern Health and Social Care Trust and Sheffield Health and Social Care NHS Foundation Trust.

Read the report

Recommendations for senior leaders

Drawing on insights from the case studies, our stakeholder interviews and the advisory group, and findings from the wider literature on QMS we developed nine key recommendations to progress QMS for senior leaders of health care organisations:

1. Leaders must set the vision, direction and culture for QMS, connecting your strategy to everyday work. This will involve ensuring resource and skills for delivery.

2. Co-develop meaningful shared language and understanding of QMS at all levels of your organisation, including staff, patients and leaders.

3. Position QMS as an evolution of your quality work. Start by mapping existing strengths and build on these.

4. Ensure the four components of QMS are well connected and function dynamically - planning, improvement, control and assurance.

5. Commit for the long term while celebrating short-term success. Connect QMS to staff and patient priorities.

6. Actively involve patients and service users in QMS, setting clear expectations for their involvement and providing appropriate support.

7. Invest in good data infrastructure (both technical and human) to drive learning and connection between QMS components.

8. Pursue ongoing learning about QMS internally and externally bringing in specialist support providers if required.

9. Contribute to the evidence base through systematic evaluation. Start by assessing your QMS but move focus towards patient outcomes as your work develops.

Explore some of the case studies

Join the disccusion

Log into your account and contribute to more discussions on QMS in the Quality Management in Health Care group space.

Discover more

Guide 22 July 2024 11 minute read

Draw learning and inspiration from different frameworks, tools and methods that others have used.

Guide 20 June 2023 3 minute read

Watch the recordings from our two sets of webinars exploring Quality Management Systems (QMS) in health and care.

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Embedding and sustaining Quality Management Systems

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Learn how Q's insight project, exploring Quality Management Systems (QMS) across UK and Ireland, will benefit those creating or sustaining their own QMS.

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Q views on delivering quality through management systems

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Q views on delivering quality through management systems

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Recommendations for the quality strategy: how Quality Management…

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Drawing on our work on QMS and a roundtable we convened with NHS England, we offer recommendations for how the quality strategy can best meet the needs of…

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Dead ideas about leadership and change management

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Dead ideas about leadership and change management

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-Debunking the ‘Hollywood’ narrative of leadership that (1) casts the ‘masses’ as dependent on strong leaders, (2) portrays leaders as innately superior, and (3) credits leaders alone for group success, thereby justifying their accolades and power.

-‘dead ideas’ in change management persist because they align with simplified assumptions about human behaviour, overlooking the roles people inhabit, the heuristics they rely on, and the multiple identities they navigate in organizational life

--organizational change is a top-down, linear process, driven by leaders and implemented by followers..

--change can be ‘managed’ like a project through predictable phases and sets of deliverables..

--resistance to change is a default human response, and not the product of people’s rational experiences under conditions of threat rather than conditions that enhance their individual identities or the organizational identity..

--change management requires individual leaders rather than shared leadership and collective action among formal and informal leaders working with followers..

--change occurs within bounded organizations rather than through organizations, co-produced with wider social, political, and material shifts.

INSTEAD ... recognize the complexity of organizational life, honour the lived experiences of those navigating transformation, and call for collective agency.

[read Sept 2025]

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Changing Change: From Heroic Leadership to Collective Agency

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MAD statementThis leading article aims to Make a Difference (MAD) by challenging outdated but persistent ideas about organizational change and leadership. It calls for a fundamental shift away from…

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300 Days as a CNIO: The Highs, the Lows, and the Person I’m Becoming

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Three hundred days into life as a Chief Nursing Information Officer, I’ve come to realise this role is less about technology and more about people, people in all their brilliance, frustrations, hopes, and fears. It’s been quite a rollercoaster.

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Mboe (masters of business operational excellence) - similar to GMTS, open to variety of professions and work experience (8 sessions over 13 months).

Encourage gemba after class - go see what you learnt about

Value of going to different sites and industries - similar issues and strategies cross cutting themes and learning "industry agnostic"

Gemba skills- Apply humble inquiry, what works in practice, where are the bottlenecks, give feedback, reinforces academic learning

Virtual gemba -

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Podcast, The Lens - 105. The Power of Going to Gemba at Different Sites | Catalysis

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Jurriaan de Jong, PhD, Assistant Professor at The Ohio State University explains the value and power of taking improvement students to the gemba.

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The Power of Daily Huddles: Boost Team Alignment and Culture

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Outcomes & Systems: From Predicted Goods to Emergent Cohesion

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Critical summary – the single through‑line of the essay

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short read with usable quotes

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The definition of what it means to be a great business leader has evolved and changed significantly over time. Today, the best leaders are less authoritative and more empathic, often displaying more vulnerability than leaders did in the past.

Servant leadership is a relatively new concept that many leaders are embracing due to its effectiveness in managing and guiding teams. Here, nine professionals from Forbes Coaches Council discuss how they define servant leadership and reasons why it's such a beneficial model for leadership in large enterprises to embrace.

Forbes Coaches Council members share benefits of embracing servant leadership within large enterprises.
Photos courtesy of the individual members.

1. It Encourages Strategic Thinking And Innovation
A servant leader is willing to follow and does not need to always be in charge. They are civic-minded and ethical, and others are motivated to follow them. Servant leadership does not mean being submissive. True servant leadership encourages strategic thinking and innovation and helps develop others, which is why servant leadership is crucial for any large enterprise to embrace for success. - Christopher Fairbank, The Dare to be Different Business Leadership Strategist, Coach, and Speaker
2. Teams Accomplish Great Things Together
Servant leadership is simply about a leader understanding that they are there to serve. This model can be beneficial when the leader understands that it is about working with others to accomplish great things as a team versus simply directing or managing others. Servant leaders understand that completing the task at hand is more important than their individual success. - Donald Hatter, Donald Hatter Inc.
3. Everyone Learns How To Be Supportive
Servant leadership is humbly putting others before oneself through service and doing so without regard to one's title, status, ego or expectations about the work a leader is "supposed" to be doing. A true servant leader goes to their people and asks, "What can I do to support you in this moment?" with the sole agenda of meeting the person's need in whatever form it presents itself. - Wayland Lum, Copperbox Leadership Advisory

Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
4. Everyone 'Lives Leadership' And Shares In The Wins
Servant leadership is about dedication to people, principles and the greater good, and it must involve policies and procedures that follow these same commitments. If everyone in the organization considers themselves a servant in this way, they are "living leadership," no matter what level or job title they hold. When everyone contributes their part, then everyone can share in the wins. - Lisa Marie Platske, Upside Thinking, Inc.
5. Small Acts Of Listening And Caring Spread Like Wildfire
The servant leader should really not have to wear the badge and tell people about what a servant leader they are in any organization. Within a large enterprise, small actions as a leader speak much louder than words. Servant leaders at this level should employ empathy and ethics at every-including even the smallest-turn. Those small acts of listening and caring spread like wildfire, but in a good way. - John M. O'Connor, Career Pro Inc.
6. Servant Leaders Build Other Leaders
The job of a leader, at the most fundamental level, is to build other leaders. To do that, you must operate in service of others to multiply growth and impact. Servant leadership is a leadership philosophy in which the goal of a leader is to serve. Isn't that the heart of what leadership is all about? - Jodie Charlop, Exceleration Partners
7. People Are Inspired To Take Personal Responsibility
Servant leadership is a humble style where leaders care for employees holistically and serve them by providing them with autonomy. The style is beneficial for every company because it inspires people to become leaders and take personal responsibility for all of their decisions and actions. Businesses that embrace servant leadership tend to have a great company culture with employees who go above and beyond. - Michael Timmes, Insperity
8. Front-Line Employees Better Project Care To Customers
Servant leadership is the highest form of leadership. It is all about genuine care for people and serving others, not being served. Servant leaders value and add value to others. When servant leadership is modeled by the leaders, employees project that level of care to their customers. This is crucial for large enterprises because employees, not the leaders, are in direct contact with their customers. - Lillit Cholakian, NewGen Global Leaders
9. Staff Members Can Become Their Best Selves
I would describe servant leadership as a style that provides stewardship to the team. It is characterized by a leader having foresight and a strong sense of empathy and actively listening. It is more about persuasion than power. A servant leader makes the best interest of team members a core value and, as a leader-coach, actively helps staff members become the best versions of themselves. - Thomas Lim, Singapore Public Service, SportSG

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Nine Benefits Of Embracing Servant Leadership In Large Enterprises

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Today, the best leaders are less authoritative and more empathic, often displaying more vulnerability than leaders did in the past.

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it has received growing consideration in the last decade, due to the fact that it can positively affect a series of individual and organizational outcomes, such as job satisfaction and organizational commitment.

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Servant leadership - a systematic literature review and network analysis

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it promotes work engagement through empowerment, building relationships, stewardship and creating a compelling vision.

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Change is no longer linear, we work in a constant state if flux.

"Leaders should not think of these as a tick-list of problems to be solved, rather as ongoing workplace realities to be navigated."

Discusses importance on focusing on improving processes rather than improving outcomes (mirrors my thinking about FXIS scorecards)

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Organizations Need To Shift From Change Management To Change Fitness

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An organization’s next major transformation is almost certain to fail, not because the strategy is wrong, but because the people are too burned out to execute it.

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link to chapter 6 of 10 year plan

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'Being fair' to replace 'Just culture' (and why it won't work)

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'Being fair' to replace 'Just culture' (and why it won't work)

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THIS Institute - The Healthcare Improvement Studies Institute

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The Healthcare Improvement Studies Institute

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A candid conversation on modern Leadership

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A candid conversation on modern Leadership

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Part of the NHS Elect Webathon - skip forward a couple of minutes for intro to panel

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From PMO to Learning Lab: Imagining the PMO of 2030

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The classic PMO of the 2010s was all about control: timelines, traffic lights, RAG ratings, risks. But what if the future of the PMO isn’t…

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focus on intent/system/process rather than goals/targets

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Before we get into the guide, I want to recommend the most comprehensive guide on how to change your habits and get 1% better every day: My #1 New York Times bestselling book Atomic Habits.

Packed with evidence-based self-improvement strategies, Atomic Habits will teach you how to make the small changes that will transform your habits and deliver remarkable results.

Atomic Habits will reshape the way you think about progress and success and give you the tools and strategies you need to transform your habits-whether you are a team looking to win a championship, an organization hoping to redefine an industry, or simply an individual who wishes to quit smoking, lose weight, reduce stress, and achieve success that lasts.

Want to get Chapter 1 of Atomic Habits for free? Just enter your email address below.

Let's get to the habits guide...

What Are Habits?

Let's define habits. Habits are the small decisions you make and actions you perform every day. According to researchers at Duke University, habits account for about 40 percent of our behaviors on any given day.

Your life today is essentially the sum of your habits. How in shape or out of shape you are? A result of your habits. How happy or unhappy you are? A result of your habits. How successful or unsuccessful you are? A result of your habits.

What you repeatedly do (i.e. what you spend time thinking about and doing each day) ultimately forms the person you are, the things you believe, and the personality that you portray. Everything I write about - from procrastination and productivity to strength and nutrition - starts with better habits. When you learn to transform your habits, you can transform your life.

This page includes recommended resources on forming better habits and breaking bad ones in any area of life, but if you'd like to explore information on specific types of habits, check out these articles:

Three Ways to Form Better Habits

1. How to Build a New Habit: This is Your Strategy Guide: Read this guide right now to learn 5 easy, powerful strategies for changing habits.

2. How To Start New Habits That Actually Stick: This helpful framework can make it easier to stick to new habits so that you can improve your health, your work, and your life in general.

3. Identity-Based Habits: How to Actually Stick to Your Goals This Year: Most of the time we set our goals in the wrong way. Read this article to learn how identity-based habits can help you achieve your goals more easily.

Three Ways to Break Bad Habits

1. How to Break a Bad Habit and Replace It With a Good One: Want to learn how to break a bad habit? Read this article to discover the science of breaking bad habits and practical suggestions for making it happen.

2. How Vietnam War Veterans Broke Their Heroin Addictions: By simply removing yourself from an environment that triggers all of your old habits, you can make it easier to break bad habits and build new ones.

3. How to Declutter Your Mind and Unleash Your Willpower by Using "Bright-Line" Rules: A bright-line rule refers to a clearly defined rule or standard. It is a rule with clear interpretation and very little wiggle room. It establishes a bright line for what the rule is saying and what it is not saying. Most of us could benefit from setting brighter lines in our personal and professional lives.

How to Make a Habit Stick

Best Habits Books

Want more great books on psychology and self-help? Browse my full list of the best psychology books and best self-help books.

All Habits Articles

This is a complete list of articles I have written on habits. Enjoy!

30 One-Sentence Stories From People Who Have Built Better Habits

The Ultimate Habit Tracker Guide: Why and How to Track Your Habits

The Surprising Benefits of Journaling One Sentence Every Day

How to Make Your Future Habits Easy

The Habits Scorecard: Use This Simple Exercise to Discover Which Habits You Should Change

The 1 Percent Rule: Why a Few People Get Most of the Rewards

The Paradox of Behavior Change

How Innovative Ideas Arise

How to Create a Chain Reaction of Good Habits

The Scientific Argument for Mastering One Thing at a Time

Motivation is Overvalued. Environment Often Matters More.

How to Use Military Strategy to Build Better Habits

The Chemistry of Building Better Habits

How to Stop Lying to Ourselves: A Call for Self-Awareness

The Proven, Reasonable and Totally Unsexy Secret to Success

How to Stop Procrastinating and Boost Your Willpower by Using "Temptation Bundling"

How to Fall in Love With Boredom and Unlock Your Mental Toughness

How to Optimize Your Daily Decisions

How to Declutter Your Mind and Unleash Your Willpower by Using Bright-Line Rules

How to Stick With Good Habits Every Day by Using the "Paper Clip Strategy"

Use This Simple Daily Habit to Add More Gratitude to Your Life

The One Word That Drives Senseless and Irrational Habits

The 5 Triggers That Make New Habits Stick

Why Stores Place Candy by the Checkout Counter (And Why New Habits Fail)

5 Common Mistakes That Cause New Habits to Fail

Avoid the Second Mistake

Minimalism, Success, and the Curious Writing Habit of George R.R. Martin

4 Reasonable Ways to Achieve Overnight Success

3 Simple Ways to Make Exercise a Habit

How to Build Muscle: Strength Lessons from Milo of Croton

This Simple Equation Reveals How Habits Shape Your Health, Happiness, and Wealth

How Vietnam War Veterans Broke Their Heroin Addictions

How to Build New Habits by Taking Advantage of Old Ones

How to Build a New Habit: This is Your Strategy Guide

How to Be Motivated Every Day: Lessons Learned from Twyla Tharp

Masters of Habit: The Wisdom and Writing of Maya Angelou

How to Change the Habits of 107,000 People

Plan For Failure: Being Consistent Is Not the Same as Being Perfect

How the World Around You Shapes Your Thoughts and Actions

Masters of Habit: The Deliberate Practice and Training of Jerry Rice

How to Change Your Beliefs and Stick to Your Goals for Good

I'm Using These 3 Simple Steps to Actually Stick with Good Habits

How Long Does it Actually Take to Form a New Habit? (Backed by Science)

Masters of Habit: Rituals, Lessons, and Quotes from Marcus Aurelius

Rome Wasn't Built in a Day, But They Were Laying Bricks Every Hour

How to Stick With Good Habits Even When Your Willpower is Gone

Why Trying to Be Perfect Won't Help You Achieve Your Goals (And What Will)

Forget About Setting Goals. Focus on This Instead.

Do the Painful Things First

3 Simple Things You Can Do Right Now to Build Better Habits

How Willpower Works: How to Avoid Bad Decisions

How to Stick to Your Goals When Life Gets Crazy

How to Stay Focused When You Get Bored Working Toward Your Goals

What to Do When You Want to Build Better Habits But Can't Get Started

The Crime Your Brain Commits Against You

The Daily Routines of 12 Famous Writers

How to Stop Procrastinating on Your Goals by Using the "Seinfeld Strategy"

How to Improve Your Health and Productivity Without Thinking

You Get 25,000 Mornings as an Adult: Here are 8 Ways to Not Waste Them

What is Your "Average Speed" in Your Life, Your Health, and Your Work?

Achieve Your Goals: Research Reveals a Simple Trick That Doubles Your Chances for Success

How to Break a Bad Habit and Replace It With a Good One

Get Back on Track: 7 Strategies to Help You Bounce Back After Slipping Up

How to Say No, Resist Temptation, and Stick to Your Health Goals

How to Get Motivated When You Don't Feel Like It

How to Achieve Your Goals Easily

How To Start New Habits That Actually Stick

5 Simple Ways to Be Happy

How to Stick to Little Healthy Habits (Like Flossing) Without Thinking

Why is it So Hard to Stick to Good Habits?

The Difference Between Professionals and Amateurs

Identity-Based Habits: How to Actually Stick to Your Goals This Year

Keystone Habits: The Simple Way to Improve All Aspects of Your Life

Feeling Fat? Use These 2 Easy Ways to Lose Weight

Best Articles on Topics Related to Habits

Or, browse my best articles.

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The Habits Guide: How to Build Good Habits and Break Bad Ones

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How do habits work? How do you change your habits? How do you hold yourself accountable? This complete habits guide contains everything you need to know.

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Leading Through Uncertainty - Kotter International Inc

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CHANGE MANAGEMENT AND STRATEGY EXECUTION

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A monthly summary of the latest quality improvement research, evidence, tools, and events—all from the past month.

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Thanks to everyone who attended and shared their experiences at the NHS IMPACT Bite Size session on improvement huddles on Tuesday 1st April.

*Key Takeaways:*

*Definition & Challenges:* Improvement huddles are a popular topic, but to have a lasting impact a cultural shift is essential, this is more than just a tool.

• Improvement team trains service-level teams in improvement methodologies beyond just PDSA cycles.

• Use a bespoke improvement board to help focus,

• Aim for daily huddles with ongoing visibility of improvements, even outside of meetings.

• Some have huddles taking place daily or twice weekly for 15 minutes. First 5mins to discuss the big problem they are trying to solve as a team. Then the following 10mins used to cover medium and small ticket items.

• Coaching support is crucial, and ensuring everyone’s voice is heard is key.

• Consider whether to capture names or not (by avoiding using individual names, prevents confidence issues and hierarchy barriers).

• Successes should be celebrated.

• Clinical teams tend to engage more than non-clinical teams.

• Plan for virtual options to support inclusivity.

• Covers operational aspects such as length of stay (LoS) and delays.

*Conclusion:*

The success of improvement huddles depends on cultural change, strong engagement, and adapting the approach to suit the needs of different teams.

Resources shared at the session have been uploaded to the NHS IMPACT Futures workspace and can be found here: https://future.nhs.uk/NHSIMPACT/view?objectID=61836592

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We are a collaboration platform empowering everyone working in health and social care to safely connect, share and learn across boundaries. Be part of a FutureNHS.

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Shared by Jo Knight on ILN

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Role of leaders in engaging in problem solving

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Role of leaders in engaging in problem solving

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suggested by Tina

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Problem-led Leadership by Nelson Repenning

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Suggested by Tina

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A Structured Approach to Problem Solving | MIT Sloan on Business Strategy

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Cambridge Core - Medicine: General Interest - Measurement for Improvement

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Connects to 8 accelerators, potentially useful with FXIS preparedness

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THIS Institute - The Healthcare Improvement Studies Institute

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The Healthcare Improvement Studies Institute

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Pay particular attention to items in circle of control. This is where we want FXIS teams to target their efforts (and probably most YBs)

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There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle https://t.co/uEFlzsLMK9

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There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle https://t.co/uEFlzsLMK9

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There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle… pic.twitter.com/uEFlzsLMK9
— Helen Bevan (@HelenBevan) March 31, 2025

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There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle https://t.co/uEFlzsLMK9

# data[].attributes.attachment_link.metadata.attachment_props.original_text
There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle https://t.co/uEFlzsLMK9

# data[].attributes.attachment_link.metadata.attachment_props.text
There's so much change happening at present. It's easy to feel powerless & overwhelmed. That's why I have gone back to sharing the classic Stephen Covey "circle of control" model with many of the teams I work with. There are lots of big changes happening that are in our "circle https://t.co/uEFlzsLMK9

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Creating space to find the right answers

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Creating space to find the right answers

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Creating space for the right answers to emerge. By Laura Yearsley and Marc Harris

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Darzi set out some significant challenges for the NHS yet nothing in the report was considered new and surprising 1 2 3 4. Wide ranging problems have been growing in plain sight for some time. We know that individual heroes will not solve our problems 5, nor will tinkering around the edges.

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Suggested by Jen.

Connection to strategy. How does this link to application of FXIS.

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Hoshin Kanri as a Foundational Piece of a Lean Management System - Lean Enterprise Institute

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Hoshin kanri is more than a strategic planning tool—it’s a dynamic, socio-technical process that aligns organizations at every level through shared purpose, problem-solving, and continuous learning.

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Creating space for the right answers to emerge

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Creating space for the right answers to emerge

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Prioritise learning

Focus on relationships and trust

Encourage experimentation

Value local insights and contextual knowledge

Strengthen systems to adapt and innovate in real-time

Anchor decisions in shared values

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Creating space for the right answers to emerge. By Laura Yearsley and Marc Harris – The official blog of BMJ Leader

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Darzi set out some significant challenges for the NHS yet nothing in the report was considered new and surprising 1 2 3 4. Wide ranging problems have been growing in plain sight for some time. We know that individual heroes will not solve our problems5, nor will tinkering around the edges. Darzi may have given us a mandate for change – but if we want to get different results, we need a new way to deliver it. There is now a pressing need to build collective action to address the significant challenges we face, and to evolve the way change is delivered.

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NHS Elect Book Club with Vanessa Akhtar

world uncertainty is here to stay (its not just covid, it was already trending)

speed of change is also increasing (see power of super computers)this can feel overwhelming as an individual and as an organisation - the longer you wait the bigger the gap will get!

kotters 8 steps are now a 'group' you can bounce around rather than linear.

we are hardwired to fear some kinds of change and embrace other kinds

Survive triggers for me - uncertainty, short deadlines, change in priority, ambiguity

Thrive triggers for me- shared purpose, being valued/trusted, teamworking, permission to act

What questions can you ask to activate Thrive and mitigate Survive? How do you reduce the noise from survive? (do you need to RAG/report all 150+ metrics etc)

Fuel survive - celebrate progress!!

[attended book club Feb 2025]

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Survive + Thrive - Kotter International Inc

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Embrace change with Kotter's "Survive + Thrive" guide. Explore expert insights, tools, and methodologies to drive transformation efforts and achieve sustainable success.

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This is the gap in the change process between the intent/ambition for change & the ability of a system, organisation or team to make progress. The messy middle is the hard work of delivering real change. Unless we have methods to motivate people to work towards something new, we may never get past it.

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It’s no surprise that moods are sagging in mid-2009. The capital markets are stalling, the banks are barely lending, the federal government stimulus is not stimulating enough, and job losses are mounting. Incumbent politicians promise that things are getting better, but not in your city, where the powers-that-be are shutting down the zoo and raising […]

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Key Takeaways

A culture of continuous idea sharing enhances innovation and competitive advantage within an organization.

Leadership plays a crucial role in modeling and championing a culture of idea sharing.

Implementing practical strategies can help overcome common barriers to idea sharing, such as fear of judgment.

An inclusive environment that values diverse perspectives is key to effective idea sharing and organizational transformation.

Continuous learning and active listening are essential components of a thriving idea sharing culture.

Building a Culture of Continuous Idea Sharing in Organizations

What if the key to unlocking unprecedented organizational transformation lay in the simple act of sharing ideas? In a rapidly evolving business landscape, where innovation is the driving force behind success, fostering a culture of continuous idea sharing is not just beneficial-it's vital. A staggering 61% of employees say that their organization often resists new ideas, according to a recent survey by Pollfish. This resistance stalls progress and stifles creativity, making it imperative for emerging leaders to champion and cultivate an environment where ideas flow freely.

In this blog post, we delve into the foundational elements that define a robust idea sharing culture and explore actionable strategies that leaders at all levels can implement to encourage continuous learning and collaboration. From understanding the pivotal role that leadership plays in this process to assessing the tangible impact on organizational transformation, this comprehensive guide offers valuable insights and tools to help you harness the collective intelligence of your team.

Join us as we unravel the secrets to building a thriving, collaborative environment that not only propels innovation but also fosters a sense of unity and shared purpose within your organization. Let's take this journey together and inspire a culture where every voice is heard and every idea has the potential to drive breakthrough success.

Defining Continuous Idea Sharing

Understanding what continuous idea sharing entails is crucial for organizations striving for continuous learning and innovation. At its core, continuous idea sharing is the practice of encouraging all employees to consistently contribute and exchange ideas within the organization. This ongoing flow of ideas fosters an environment where innovation thrives, and collaboration becomes second nature. By promoting an idea sharing culture, organizations can tap into the collective intelligence of their workforce, driving significant organizational transformation and growth.

The importance of continuous idea sharing cannot be overstated. It begins with breaking down silos that often exist within organizations, which can stifle creativity and limit the exchange of ideas. When employees from different departments and levels of the hierarchy are encouraged to share their insights openly, it enhances problem-solving capabilities and leads to more innovative solutions. Moreover, this practice empowers employees, making them feel valued and heard, which in turn boosts morale and engagement. Leadership plays a critical role here by modeling openness and actively seeking input from all team members.

A culture of continuous idea sharing also means that organizations are better equipped to respond to changes and challenges in the marketplace. With a steady stream of ideas flowing, companies can adapt more quickly to new trends and shifts in the industry, maintaining a competitive edge. Furthermore, the diverse perspectives brought together through idea sharing enrich decision-making processes, ensuring that strategies are well-rounded and effective.

Transitioning into practical steps to create and maintain such a culture, it's essential to understand the foundational elements that drive continuous idea sharing. The next section will delve into specific strategies that organizations can implement to foster and sustain an idea sharing culture, enabling them to reap the myriad benefits of collective innovation.

Strategies to Foster an Idea Sharing Culture

Creating and maintaining an idea sharing culture within an organization requires intention, commitment, and strategic interventions. One effective approach begins with establishing a psychologically safe environment where employees feel comfortable expressing their ideas without fear of ridicule or retribution. Psychological safety cultivates trust and encourages open dialogue, empowering individuals to contribute their thoughts freely. A case in point is Google's 'Project Aristotle,' which found that teams with higher psychological safety outperformed those without it. Organizations can aim to integrate these findings by encouraging honest feedback and fostering inclusive conversations.

Another strategy is to implement structured yet flexible platforms for idea exchange. This might involve regular brainstorming sessions, innovation labs, or digital idea management systems that allow employees to submit and refine ideas collaboratively. By setting aside dedicated time and space for idea sharing, organizations can ensure that these initiatives become part of the company's culture rather than an occasional event. For example, 3M's widely known '15% time' policy enables employees to dedicate a portion of their working hours to project ideas they are passionate about, fueling continuous innovation.

Of equal importance is recognizing and rewarding contributions. Acknowledging the efforts and successes of employees not only motivates the individual but also demonstrates the organization's commitment to valuing diverse perspectives and contributions within its idea sharing culture. This can be done through recognition programs, internal awards, or career advancement opportunities tied to innovative contributions. Challenges can arise, such as favoritism or unequal recognition, which organizations can mitigate by establishing transparent criteria for rewards and ensuring fairness across the board.

Cultivating an idea sharing culture also involves ongoing training and development. Encouraging continuous learning through workshops, seminars, and access to resources equips individuals with new skills and ideas, feeding back into the organization's pool of collective intelligence. Leaders can create an environment where learning and development are prioritized, recognizing that the growth of the individual contributes to the growth of the organization. As leadership transitions into shaping and harnessing this culture, they play a pivotal role in championing these efforts.

By addressing these areas, organizations can develop a thriving idea sharing culture that not only embraces innovation and collaboration but also supports continuous learning and organizational growth. As we delve into the next section, we'll further explore how leadership can be instrumental in modeling and championing continuous idea sharing practices within their teams and beyond.

Leadership's Role in Continuous Idea Sharing

Leadership's role in fostering continuous idea sharing is pivotal to creating an environment where innovative thinking can flourish. One of the fundamental ways leaders can champion continuous idea sharing is by demonstrating the behavior themselves. When leaders actively share their own ideas and invite feedback, it sets a powerful example for the rest of the organization. This behavior signals to employees that open communication and the free exchange of ideas are valued and encouraged at all levels. Leaders who are transparent about their thought processes and decisions provide a model of authenticity and openness, which can permeate through the organizational culture.

Fostering an idea sharing culture also involves leaders creating structured opportunities for team members to share their ideas. This can be achieved through regular meetings, brainstorming sessions, and town hall gatherings where employees are encouraged to contribute. Such structured interactions can break down hierarchies and create a more leveled field for idea exchange, ensuring that everyone's voice is heard. For example, Atlassian, an Australian software company, holds regular 'ShipIt Days,' where employees are given 24 hours to work on any idea they are passionate about and then present their projects to the entire company. This practice not only stimulates creativity but also demonstrates leadership's commitment to valuing employee contributions.

Another crucial strategy is for leaders to provide constructive feedback and show appreciation for the ideas shared by employees. By acknowledging and rewarding innovative contributions, leaders can reinforce the value of continuous idea sharing within the organization. It's essential for leaders to create a safe space for idea sharing, where employees feel confident that their ideas will be met with respect and thoughtful consideration. This can be done through formal recognition programs or even simple, immediate acknowledgments in meetings. Recognizing contributions helps build a positive feedback loop where employees are motivated to keep sharing their ideas, knowing they are being heard and valued.

Leaders also need to invest in the necessary tools and platforms that facilitate idea sharing. Technologies such as collaborative software, idea management systems, and internal social networks can make it easier for employees to share and develop their ideas. For instance, Microsoft's 'Hackathon' program leverages internal collaborative tools, enabling employees from various departments to come together, share ideas, and innovate. Providing the right tools not only streamlines the idea-sharing process but also signals that the organization is committed to fostering a culture of continuous improvement.

Challenges such as reluctance to share ideas due to fear of criticism or a lack of confidence can arise. Leaders must proactively address these barriers by fostering psychological safety and offering support to those who may be hesitant. Providing training on effective communication and idea pitching can empower employees to express their thoughts more confidently. Furthermore, leaders should be vigilant in identifying and mitigating any negative behaviors that might stifle idea sharing, such as dismissiveness or favoritism.

Transitioning into measuring the impact of continuous idea sharing, it's essential to identify the right metrics and methodologies to assess the effectiveness of these practices. In the next section, we will explore various ways to evaluate the success of idea sharing initiatives and how to leverage these insights for ongoing improvement.

Measuring the Impact of Idea Sharing

Assessing the effectiveness and impact of continuous idea sharing practices is vital for any organization aiming for organizational transformation through collective intelligence. One robust method for measuring the impact is through quantitative metrics such as the number of ideas submitted, implemented, and their subsequent outcomes. Tracking these metrics over time can provide a clear picture of how idea sharing contributes to the organization's goals. For example, companies like Dell have successfully implemented idea platforms like 'IdeaStorm,' which allows them to track ideas from submission to implementation, fostering continuous learning and improvement.

Another essential method involves qualitative assessments. Gathering feedback from employees regarding their experiences and perceptions of the idea sharing culture can offer deep insights into its effectiveness. Surveys, interviews, and focus groups can be used to understand whether employees feel encouraged and rewarded for their contributions. This qualitative data can highlight areas for improvement and help refine strategies to enhance the idea sharing environment.

To comprehensively measure the impact, organizations should also look at innovation-related outcomes. This includes assessing how idea sharing influences problem-solving capabilities, time-to-market for new products, and overall competitiveness. Companies can compare these outcomes with industry benchmarks to evaluate their standing. Toyota's renowned 'kaizen' approach, emphasizing continual, incremental improvement driven by employee ideas, has significantly enhanced their operational efficiency and market position.

Additionally, measuring employee engagement and morale provides indirect yet telling indicators of the idea sharing culture's success. High levels of engagement often correlate with a more robust idea sharing environment. Organizations can utilize tools like engagement surveys and performance reviews to gauge these metrics. For instance, organizations with a vibrant idea sharing culture typically report lower turnover rates and higher employee satisfaction, demonstrating the broader impacts of such practices.

Conducting pilot programs can be an effective way to measure the impact of idea sharing in a controlled environment before scaling it organization-wide. Pilots allow for testing various strategies and gathering focused feedback on their effectiveness. For example, companies can pilot a new idea management system within a single department to assess its impact on creativity and collaboration before a broader rollout.

Incorporating external benchmarks and third-party evaluations can offer an objective view of the success of idea sharing initiatives. Engaging with external consultants or utilizing industry-standard innovation metrics can provide a fresh perspective and validate internal findings. For instance, Adobe's 'Kickbox' innovation program is not only assessed internally but also benchmarked against industry standards to ensure it meets global innovation best practices.

Transitioning to our conclusion, consistently measuring the impact of idea sharing is crucial for ensuring its sustainability and effectiveness. As organizations refine their methods and approaches, they can create a more dynamic and inclusive culture that thrives on continuous learning, collaboration, and innovation. The ultimate goal remains to foster an environment where every individual feels empowered to contribute, driving collective success through shared insights and ideas.

Building a Culture of Continuous Idea Sharing in Organizations

In conclusion, fostering a culture of continuous idea sharing is not just a lofty ideal but a practical necessity for organizational transformation. As we've explored, the essence of idea sharing culture is rooted in the principles of collaboration, continuous learning, and leadership. By defining what continuous idea sharing entails, we've uncovered its profound impact on fostering innovation and collective problem-solving. Leaders must take active roles in championing and exemplifying these practices, creating environments where all voices are heard and valued.

Moreover, employing practical strategies to cultivate this culture, such as creating safe spaces for brainstorming, encouraging diverse perspectives, and implementing feedback mechanisms, can significantly enhance the flow of ideas. According to recent research, organizations that prioritize continuous idea sharing see a 21% increase in overall productivity and a 15% boost in innovation (Source: XYZ Research).

Now is the time to act. Encourage your teams to embrace these strategies by actively listening, providing platforms for idea exchange, and recognizing contributions. Remember, the journey towards an idea sharing culture starts with you. By integrating continuous learning and collaborative practices into your leadership approach, you pave the way for your organization's sustained growth and success.

Join us in this endeavor to harness the power of collective intelligence and drive meaningful change. Take the first step by implementing these strategies and witness the transformative impact on your organization. Together, through collaboration and leadership, we can build thriving communities that lead the way in innovation and progress. Let's make continuous idea sharing the cornerstone of our journey toward excellence.

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Building a Culture of Continuous Idea Sharing in Organizations

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Discover the benefits of an idea sharing culture and how leadership can transform your organization. Learn strategies to foster continuous learning.

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full document on NHS Futures

I like the use of plain English.

"encourage all staff to initiate and test small changes in a safe-to-fail environment" - dont need improvement teams permission

"track outcomes through local reporting systems" - dont need to tell improvement team what you are doing

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This strongly reflects our experience and messaging about FXIS

1. Leading with Faith (Leaders have to believe or at least show up)

2. Imbuing rituals with meaning (used to achieve strategy + planning, performance management, improving operations, learning, team engagement + relationship building) - these are the same ambitions of FXIS

3. Being religious about participations (make it just as important as other work duties)

4. Keeping the faith but adapting the practice (review every 6-12 months)

5. Spreading the word (preach! share with others) - like when previous waves come along to class

[read Jan 2025]

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These five actions can help you create and implement rituals that improve engagement and motivation.

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Could be helpful with arguments on why FX team shouldn't gatekeep improvement work or own huddles

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Why teams often fail in their attempts to “go flat” and how they can set themselves up for success.

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not real difference in impact between very short answer and multiple-choice but learners felt 'retrieval practice' was beneficial

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To be effective leaders of change & improvement, we can’t take a "one-size fits all" approach. The change methods need to fit the goal/problem, not the other way around.

Consider FXIS as a social movement. Not too down or bottom up.

Links to further reading about behaviour models, change theory and communication (including kotter)

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3 Types Of Change Problems (And How To Solve Them) | Digital Tonto

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People love to quote the pre-socratic Greek philosopher Heraclitus about change. Yet pithy aphorisms like “Change is the only constant” and “You cannot step into the same river twice,” are popular because they are so imprecise. They point to, as Kafka put it, “some fabulous yonder, something unknown to us, something too that he cannot designate more precisely, and therefore cannot help us here in the very least.” Every change effort represents a problem, or set of problems, to be solved. A strategic shift starts at the top and needs effective communication and coordination for everybody to play their role. To build high performing teams, individual managers need to help and empower their people to adopt new skills and practices, see blind spots and kill bad habits. Yet often the most important changes involve collective action, which can be maddeningly complex. People adopt things when they see others around them adopt them. Success begets more success, just as failure begets more failure. Big communication campaigns can ignite early resistance and backfire. Individual efforts don’t scale. For collective action problems, we need to focus on, as network science pioneer Duncan Watts put it to me, “easily influenced people influencing other easily influenced people.” You build momentum and reach critical mass not through persuasion, but by empowering early adopters and helping them to build connections with others. To be an effective change leader, you can’t take a one-size fits all approach.. Solutions need to fit the problem, not the other way around. There is no silver bullet.

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There is a strong evidence base to demonstrate that systematic application of improvement across organisations and systems, leads to sustainable improvements in outcomes for patients, experience of staff and better use of resources.

fully referenced

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National Improvement Board - THe missing HOW (long)

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The contribution of improvement to the New 10 year plan

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The contribution of improvement to the New 10 year plan

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NHS Impact/NHS England short version (Dec 2024)

10 point

3 - engage staff in improving their work on a daily basis to improve wellbeing and enhance joy and pride in work

4 - develop the skills and capability of NHS managers and leaders in improvement and system leadership

6 - build on the successes and expertise of NHS teams (GIRFT, ECIST etc) expanding their reach and aligning their impact

8 - engage patients and communities as full partners in ideas and decisions about the way care is delivered and received

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National Improvement Board - THe missing HOW (short)

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Covers 5 Lean Principles with clinical examples (2007)

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Labour's first 100 days in health and care policy (Health Foundation)

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Labour's first 100 days in health and care policy (Health Foundation)

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Oct 2024

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Labour’s first 100 days in health and care policy

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The Health Foundation has been tracking the new government’s health and care policy choices. 100 days in, what does its record reveal so far?

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NHS Health + Wellbeing framework (may be useful for scorecards)

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NHS Health + Wellbeing framework (may be useful for scorecards)

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NHS England » NHS health and wellbeing framework

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NHS England » NHS health and wellbeing framework

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How to build the right improvement capability for your business

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How to build the right improvement capability for your business

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forwarded by Jen

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As humans we are filled with biases. The way we perceive people, make judgements about what we see rather than what we know. The things that are within us even though we are not totally aware that …

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97. How to PDSA your Internal Management System Training

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second half of article talks about benefits for staff, teams and org in having lean leadership including reduced backslide and increased agency of staff

1. Lean Isn’t Just Tools: It’s a cultural transformation—a way of thinking that permeates every corner of your organization.

2. Engage Your People: Employees are your greatest assets. Involve them in problem-solving, innovation, and continuous improvement.

3. Leadership Matters: Leaders set the tone. Their commitment, adaptability, and vision drive Lean success.

4. Results Speak Louder: Real-world case studies—from Toyota to Starbucks—show that Lean isn’t theoretical; it’s practical and impactful.

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Lean Thinking and Continuous Improvement: Shaping Success in Every Industry

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Discover the transformative power of Lean Thinking and Continuous Improvement. From Toyota’s production system to Starbucks’ streamlined service, explore real-world case studies and learn how engaged employees drive continuous improvement. Dive into Lean culture, leadership, and the art of waste reduction. Start your Lean journey today!

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could this help with the first steps in FXIS? Really focus on the purpose of the service (what is value for customers, staff + org), the processes they perform (how they create value), people (staff engagement and inclusion), problem-solving (key driver/FX Way)

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The 4ps of Toyota’s Lean Management Principles

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Lean management is all about making things more efficient, cutting out waste, and boosting quality. One of the best examples in action is Toyota.

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LEI's Lean Transformation Framework Animated

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Getting Started with Lean Thinking and Practice

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Importance of reward in doing non-urgent tasks

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Importance of reward in doing non-urgent tasks

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written for ADHD but relevant to FXIS. Huddles and CI seen as non-urgent (difficult to look beyond the patient in from of you). Emphasises the importance of celebration at huddles and need for external motivation (assurance from leaders)

Valuation: Consider why a particular task is important to you. Think how your “future self” will feel when it is done.

Specificity: Define a task in specific terms coupled with a specific day, time, and place it will be done.

Externalize motivation: Use pictures, quotes, or other inspirations to reinforce your plan.

Coping thoughts: Anticipate how you might rationalize task avoidance and develop task-oriented responses. Develop strength-based mindsets to promote follow-through, such as building endurance and recognizing which of your personal characteristics can be used.

Normalize discomfort: Acknowledge that you won’t always “be in the mood” for a task but can still engage with it.

Emotions as sensations and information: Just because the task (or its anticipation) feels uncomfortable does not mean that it is bad. Most, if not all, goals require facing some discomfort to achieve. You are investing your discomfort to achieve a goal.

Initiation step: Define the smallest step that, when you do it, by definition will mean that you have started and did not procrastinate.

Follow through with the implementation plan: Get started, see how it goes, and review the results.

Learn from slip-ups and practice self-compassion: Modify your plan if it did not work. Be kind to yourself if you simply did not use your plan—the relapse rate for procrastination is 100 percent for everyone, so each time is a chance to learn and grow.

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How Adults with ADHD Can “Manufacture” Motivation

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Do you make great plans, but never follow through on them? Perhaps you need to manufacture some motivation.

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written for ADHD, but overwhelm in teams can give similar symptoms - look for opportunities to develop FXIS

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although written for ADHD, many of the same difficulties are seen in getting teams to start having FXIS huddles

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The content on this website is for informational purposes only and is not meant to replace professional or medical advice. See our full disclaimer.

Task initiation is, simply put, getting started on something. If you or your child has ADHD, you probably know that certain tasks seem incredibly overwhelming. Sometimes you just can't start tasks.

This could apply to a straightforward task like changing clothes or showering. Or a more difficult task like starting a research paper or finishing homework.

To those with ADHD, it can feel like there's a brick wall between us and the task at hand. It seems impossible to climb that wall, and we'll do almost anything to avoid trying. This can lead to waiting until the last minute, task avoidance, and letting people down.

Well, today we're talking all about Task Initiation and ADHD, and (more importantly) 8 proven steps to help.

Let's dive into the solutions so you can finally start those tasks you don't want to do.

1. Break it down into the smallest possible task

In ADHD land, all tasks, easy or complex, can feel like a looming mountain. So what's the trick? Break tasks down into the smallest possible steps.

Imagine brushing your teeth broken down into mini-tasks:

take out toothbrush

squeeze toothpaste on the brush

turn water on

wet the toothbrush

start brushing

This might seem like we're oversimplifying, but with a child with ADHD, it can work wonders.

Transforming a seemingly overwhelming task into manageable, bite-sized pieces can reduce anxiety and make task initiation easier.

When it's bedtime for my 6-year-old son, I guide him through each step, making sure he's engaged (remember, kids with ADHD can have an executive age 30% behind neurotypical children).

For example, to get him into his pajamas, I'll say:

"Take off your shirt, put it in the hamper, and give me a high-five."

After he does that, I'll say, "Great job! Now take off your pants, put them in the hamper, and give me a double high-five."

Eventually, he'll have his p.js on without any moaning and groaning. This step-by-step approach works much better than a blanket command like "Change into your pajamas."

For Adults

This task breakdown works for adults, too. You can break down big projects into smaller parts.

For example, here are some manageable steps for a research paper:

Turn on your computer

Research the topic thoroughly.

Go to your favorite search engine.

Type in your topic.

Read through a few articles.

Take notes on the most important points.

Create an outline for the paper.

Decide on the main points you want to cover.

Note down the order in which you want to present them.

Plan for a brief introduction and conclusion.

You get the idea! Our free daily planner sheets and our printable ADHD to-do lists help create achievable goals using this method. It encourages realistic time management and won't let you put too many tasks on your plate.

Another point to note is, it's best not to do too large of tasks all in one day. For instance, instead of cleaning out the entire fridge (which would take hours), it's best to tackle one shelf at a time. Split it up between several days!

This is much less intimidating and easier to start. (Not to mention, this prevents us from getting overwhelmed halfway through and not finishing).

We always recommend a small reward or treat when you've completed your task(s). That brings us to number two.

2. Rewards

Rewards, big or small, can be the key to getting both kids and adults with ADHD to start a task.

For my son, something as simple as a high-five works wonders (as noted above). More complicated tasks can be rewarded with some screen time or a treat. The thought of the reward can be a powerful push to get started.

As for adults, a reward could be your favorite latte waiting for you after you complete a report or a piece of chocolate after doing the laundry.

The proper reward will give you that hit of dopamine that makes the idea of starting a task all the more worth it. Keep a picture of the prize in your mind as you work on the task. That latte will taste so much better after a job well done!

3. Task Pairing

A great hack for task initiation is task pairing. This is when you combine a less pleasant task with something you enjoy.

Let's say you're an adult who detests washing dishes. Let's pair it up! How about watching your favorite Netflix show as you wash the dishes?

Suddenly, the dishes don't seem so bad while I'm watching an episode of The Great British Bakeoff. It's a win-win.

For kids, it works just as well. If the bedtime routine feels like a chore, make it enjoyable for them.

Turn on their favorite music as they brush their teeth, change into their pajamas, and prepare their backpack. Upbeat music for ADHD can make the boring routine more lively and engaging.

Task pairing can make the mundane seem less overwhelming, and in some cases, even fun!

4. Set a Timer

Sometimes, rewards and task pairing might not cut it. This is especially true for tasks that require your undivided attention. We don't want to distract our ADHD brain from something important.

For example, replying to emails or doing homework may not pair well with a TV show in the background. In these cases, timers can be your best friend.

Here's how you do it: set a timer for a small, achievable chunk of time, like 15 minutes. This short commitment feels less intimidating and can kickstart the task.

Work for a short time, then take a small break. The thought of a mini break right around the corner can make the task at hand feel less daunting. Rinse and repeat.

This strategy is often called the Pomodoro Technique. It's a simple (but highly effective) method of breaking work down into manageable chunks with regular breaks in between. Pomodoro Technique It works wonders for ADHD and task initiation.

Here's how it works:

1. Choose a Task: Select the specific task you want to work on. This could be anything from answering emails, studying for an exam, or writing a report.

2. Set a Timer for 25 Minutes: The traditional length of a 'Pomodoro' is 25 minutes, but you can adjust this to fit your needs. The aim is to focus solely on your task for this period without any distractions or multitasking.

3. Work on the Task: Immerse yourself in the task for the duration of the Pomodoro. If you have an unrelated idea or remember something you need to do, write it down to deal with later.

4. Take a Short Break: Once the timer rings, stop working and take a short break of about 5-10 minutes. This let your brain rest and recharge.

5. Repeat: After your break, set the timer again and dive back into your task (or a new task). After completing four Pomodoros, take a longer break of about 15 to 30 minutes.

The Pomodoro Technique is effective for several reasons. The time limit can create a sense of urgency, which can help you to start tasks and stay focused.

Breaks also help prevent burnout and maintain high energy levels for extended periods.

Be sure to fully disengage from your work during your break - stand up, move around, do some light stretching, or meditate. This helps ensure you're ready to dive back in fully refreshed for your next timed session.

5. Create a Ritual

A ritual for ADHD is like a hybrid of task pairing, rewards, and task breakdown.

We're not talking about the ceremonial stuff tied to religion or culture. A ritual for ADHD is all about crafting a unique habit loop that speaks to you.

It's doing things in a specific order but with a touch of fun or meaning that makes it special for you. It's not just going through the motions; it's about making it yours.

This is super helpful for folks with ADHD because it's like a roadmap for your daily life. No need to stress about what comes next.

Here's how you could turn house cleaning into a Ritual:

1. Fancy Smells: First, you get your candle warmer going, making your home smell like a cinnamon wonderland. This isn't just for the pleasant smell - once you do this enough times, it signals to your brain that cleaning time has started.

2. Task Pairing: While you clean, you listen to your favorite podcast or audiobook and sip on a green tea latte.

3. Happy Thoughts: As you put away the clean laundry, you imagine how happy your kids will be to have everything in place. They have more room to play when there aren't toys on the floor. I am proud of myself because cleaning makes my whole family happier.

So, your cleaning ritual is really a bunch of smaller tasks (cleaning stuff) paired with fun stuff (podcast) and all tied together with something meaningful (happy family).

For a kid, a morning ritual could be like this:

Task Pairing: Your child pairs brushing her teeth with a fun activity. The beginning of the day starts with her favorite "good morning" song while she gets dressed. Then she listens to her favorite cartoon theme songs while brushing her teeth. This makes the whole experience more fun and less tedious.

Rewards: After each step, your child gets a little reward. After brushing her teeth and washing up, she gets to choose her breakfast.

Meaning: The last step is completing two quick meditation exercises with Mom or Dad, where she gets to pretend to be a growing plant or a fluffy cloud. These free meditation exercise cards encourage self-confidence and increase dopamine levels. Quality time with family provides a great start to the day.

So, remember, a ritual is not just about ticking things off a list. It's about making the process fun, meaningful, and even calming, no matter what you tackle.

Once you do this enough times that it becomes an effortless habit, like brushing your teeth in the morning or walking to the coffee maker.

6. Count Down From Five

You might have heard of the "5 Second Rule" by Mel Robbins. This isn't about picking up food from the floor! It's a simple trick to jump-start your brain into action.

This technique distracts your mind from the barriers and helps you get started on a task before overthinking kicks in. Here's how it works:

Start counting down from five: 5-4-3-2-1. And then you just GO, starting on the very first step. It sounds crazy simple, but this short countdown can create a sense of urgency and trick your brain into getting started.

The trick here is not to overthink it. Don't allow yourself to reach zero without moving. It's like a rocket launch - when you hit one, you've gotta blast off. This works well for kids as you build the excitement around the countdown.

Once you get going, you may find it hard to stop. It becomes easy and enjoyable (or at least not nearly as bad as you expected).

You may quickly find yourself in a "flow" state where you are transfixed by your task and shut out everything else for an extended period. The key is to find what strategy works for you and that particular task.

7. Start in the Middle

Starting a task can sometimes feel like standing at the foot of a giant mountain. Where do you even begin?

Here's where "starting in the middle" comes in handy.

You start working on any part of the task, not necessarily the beginning. Find a piece of the project you feel comfortable with, something that doesn't feel daunting, and start there.

This technique is about tricking your brain into breaking past that initial barrier of procrastination or overwhelm.

For example, writers of dictionaries tend to start with a letter in the middle of the alphabet to find their rhythm before returning to A later.

Let's say you have to write an essay. Instead of fretting over the perfect introduction, you could start by writing out the main points of your argument or even the conclusion!

The idea is to reduce that initial resistance to starting the task by choosing a part of it that seems less intimidating. Once you've begun, the momentum often helps you tackle the other parts, and the rest follows more easily.

There is nothing wrong with starting with the easy parts of a task to get you going. But on other occasions, you may prefer to get the worst part out of the way at the beginning and know that it is all uphill from there. Find and use what works for you.

8. Find an Accountability Partner

If you struggle with many task initiation problems, you may want to look into an "Accountability Buddy" or ADHD coach. An accountability buddy could be your spouse or a friend with similar goals.

When you tell someone, "Hey, I'm gonna do this thing," you have an extra layer of motivation. Suddenly, it's not just about you and the task but also about keeping your word.

Plus, when they check in on you, it's like a gentle nudge - a reminder that says, "Remember that thing you were gonna do?"

You're then more likely to get moving and get it done. It's kind of like magic, but it's just the power of accountability!

Professional ADHD coaches can provide weekly or monthly virtual visits to ensure you achieve your goals. Having someone to talk to about your ADHD can also help with your self-confidence and mental health.

A coach can also help you find the internal motivation you need to start tasks, which can lead to greater success over time.

Why do We Avoid Tasks?

You may wonder why you find it hard to start a new task, even something you know you will enjoy doing. You are not alone - this inertia is common in ADHD and neurodivergent people.

One possible explanation is the generally high levels of anxiety and overthinking in ADHD brains, combined with negative experiences in the past. The fear of failure overwhelms us.

We spend so much time thinking about what might go wrong that we build an insurmountable barrier to cross before even getting started.

Making it even more difficult, people with ADHD struggle with perfectionist tendencies (often to the extreme!). So our barrier may be taller than neurotypical folks because we put extra pressure on ourselves.

Neurotypical people may say this is a lack of motivation, but it's much more complicated in the ADHD brain. There is science behind ADHD and task initiation, and it's related to different areas of the brain.

ADHD may stand for attention deficit hyperactivity disorder, but it's mostly about our "executive dysfunction." Executive functioning affects many areas of our life, like impulse control and emotional regulation. Executive Function & Self-Regulation And it makes it incredibly hard to start on tasks.

What does Executive Function have to do with Task Initiation?

In everyone's brain, there's a kind of boss, a manager if you will, called the executive function. Its job is to help us get things done. It organizes tasks, manages time, pays attention to details, and switches focus when necessary.

Now, for those with ADHD, their manager (executive function) isn't quite as efficient. It's not because they're lazy or not trying hard enough, but because certain brain chemicals aren't flowing as freely as they should be.

These chemicals, called dopamine and norepinephrine, play a key role in our feelings of focus, motivation, and the enjoyment we get from rewards.

When we start a task and stay focused, dopamine rewards us with feelings of pleasure. But in folks with ADHD, since there's less dopamine activity, the motivation to start a task just isn't as strong. ADHD: The Role of Dopamine

The reward doesn't feel as rewarding, which makes the current job harder to start.

So, imagine you're supposed to start a task. Normally, dopamine and norepinephrine would step in to motivate you and keep you focused.

But with ADHD, they're not as efficient as they should be. This is especially challenging when the task at hand doesn't instantly gratify or excite us. Hence, starting tasks can feel overwhelmingly difficult.

In summary, our brains crave constant stimulation, so we need more excitement or reward to get the gears grinding.

This is a simple explanation, but ADHD brain science is complex and still being studied. Still, these are key pieces to understanding why starting tasks can be challenging for those with ADHD.

Conclusion

The good news is that the more you complete tasks (and feel that sense of relief and dopamine boost), the easier it will be to start next time.

We hope these tips will improve your task initiation skills and prevent task avoidance. By using these techniques, you'll be better equipped to overcome ADHD symptoms every day.

Did I miss any task initiation strategies? Let me know in the comment section below!

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Task Initiation Made Easy: 8 Ways to Start Tasks with ADHD

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Here are 8 proven steps when you can't start a task. People with ADHD struggle with task initiation and starting tasks due to how our brains are wired.

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Use of just in time training and other methods in medicine

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Use of just in time training and other methods in medicine

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Innovative Approaches to Continuing Medical Education

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Background: Continuing medical education (CME) is vital for healthcare professionals to maintain clinical competence and keep pace with the rapidly evolving medical landscape. Traditional CME models often fall short of meeting the dynamic needs of modern healthcare professionals. Objective: This study explores innovative CME methods, including microlearning, Just-in-Time Training (JITT), and digital platforms, to assess their effectiveness and identify potential barriers to adoption. Methods: A mixed-methods approach was employed, integrating a systematic literature review with quantitative surveys of 300 healthcare professionals and qualitative interviews with 50 CME administrators. The study was conducted at Birmingham Heartlands Hospital. Statistical analyses were performed on the quantitative data, while thematic analysis was applied to qualitative responses to identify key themes and insights. Results: Microlearning was regularly utilized by 234 participants (78%), with 204 participants (68%) indicating it as their preferred learning method due to its flexibility and efficiency. JITT was particularly valued in critical care settings, with 135 participants (45%) employing it and 210 participants (70%) expressing high satisfaction. Digital platforms were accessed by 276 participants (92%), with 264 participants (88%) expressing satisfaction with their content diversity and ease of access. Major barriers identified included digital literacy challenges, reported by 156 participants (52%), and technological access limitations, reported by 144 participants (48%). Conclusion: Innovative CME approaches like microlearning, JITT, and digital platforms show great promise in aligning with the current needs of healthcare professionals. Addressing barriers such as digital literacy and technological infrastructure is essential to ensure widespread adoption and maximize their impact on healthcare outcomes.

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1.Construct a new productivity narrative built on extensive engagement with stakeholders at every level of the health care system.

2.Build awareness of the interconnected elements that enable sustained improvement and the methods and tools that can drive success

3.Ensure meaningful opportunities for wide-scale collaboration and learning between those leading and those supporting improvement.

4.Focus improvement approaches and methods on the most promising and critical areas.

5.Ensure organisation- and system-level change strategies have a simultaneous and sustained focus on improving quality and productivity.

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How improvement can help NHS productivity

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This analysis sets out five key actions to help leaders develop and implement a more holistic approach to productivity.

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A new and online version of the popular 5S Numbers Game. At last, a fun and easy way to understand 5S.

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Band 6-8a

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The Hidden Potential of Frontline Leaders in the Public Sector

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Frontline leaders play a pivotal role in the public sector. By understanding what makes some frontline leaders excel while others languish, organizations can equip public servants to deliver breakout performance.

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problem framers rathe than problem solvers

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problem framers rathe than problem solvers

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How the ‘biggest shift the NHS needs’ - more participative, architect-style leaders – can increase NHS performance by 10%

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A top NHS improvement leader recently shared his view that ‘the biggest shift we need to see’ is away from the heroic problem-solving NHS leaders we see today towards problem-framing architect-style leaders, who create the right environment for others

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potentially useful for non-clinical staff joining the FX team

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Way finding - deeper faster sustainable change

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Way finding - deeper faster sustainable change

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Reflection on change theory and the unease of stepping into the unknown as teams start their FXIS journey. Nice selection of language to describe this... the difference between change and transition - While change happens to us, transition is how we make meaning of it and integrate it into our lives.

"Some transitions are more predictable than others, like an office or house move. Others involve an evolution into the unknown and an accompanying transformation, a dissolving of old identities. These are complex, and they can create a lot of anxiety and grasping for old certainties. It is in contexts like these that we are invited to let go of our maps and once again become wayfinders."

"But we cannot separate ourselves from our contexts. We are not independent agents observing, acting on, and changing the system. We are embedded in the context and co-evolving with processes of transition and transformation already happening at multiple scales."

"It is about becoming comfortable to know as you go, not before you go (Tim Ingold). Thinking and planning are helpful, but they are prone to create stuckness in uncertainty. We will never feel we know enough; only by moving and experimenting do we learn to find our way"

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Change, transition and transformation have been on my mind (and in my body) lately. It seems to be “in the air”. And the US election result…