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72 quotations that @HelenBevan posted with tweets during 2019

Chief Transformation Officer | Innovation | Improvement | Mobilising | Large Scale Change
Dec. 30, 2019
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72 quotations that @HelenBevan posted with tweets during 2019

  1. 72 quotations that I posted with tweets during 2019 @HelenBevan [Quotations from other people] are sources of guidance in times of need, they can give us inspiration in times of struggle, they can motivate us in times of tribulations--success is not final and failure is not forever. Lolly Daskall
  2. About this slide deck Each page in this slide deck contains a quotation that I posted as a visual with a tweet during 2019. I used them to illustrate the point I was making in the tweet. I have attempted to group the quotations by similar themes in this deck. You may not agree with all of the quotations but I hope they might inspire, motivate ad/or challenge you as they have me. @HelenBevan
  3. These three buckets [career, community & cause] make up what’s called the psychological contract - the unwritten expectations and obligations between employees and employers. When that contract is fulfilled, people bring their whole selves to work. But when it’s breached, people become less satisfied and committed. They contribute less. They perform worse. Lori Goler, Janelle Gale, Brynn Harrington (Facebook) and Adam Grant https://hbr.org/2018/02/people-want-3-things-from-work-but-most-companies-are- built-around-only-one Research by Facebook shows that people want three things from work: career, community and cause @HelenBevan A year of Twitter quotations
  4. What people need at work We adopted a model from psychology …called self- determination theory. It describes the three core needs people have at work: the need for belonging, conferred by being a valued member of the team and organisation; the need for competence or effectiveness (this is to do with people growing and developing their skills in response to the challenges they face at work); the need for autonomy and control in the workplace, where people can control their working environment and ensure the work they are doing is consistent with their values and professional integrity. What the evidence suggests is that if any of those three workplace needs is not met, it will have a damaging impact on health, wellbeing and motivation at work. Michael West https://thepsychologist.bps.org.uk/volume-31/august-2018/it-doesnt-have-be-way @HelenBevan A year of Twitter quotations
  5. What people need at work Workers need to feel like they belong to something they value – and they have the power to bring about change when it’s needed Evan Carr, Andrew Reece and Gabriella Rosen Kellerman @HelenBevan A year of Twitter quotations
  6. Why we need to tackle loneliness and social isolation at work Workplaces need to evolve to address the fact that ultimately employees want to feel like they belong and can thrive. Katie Burke https://t.co/yYHujl4X0i?amp=1 @HelenBevan A year of Twitter quotations
  7. Five universal psychological needs As we see it, the top five universal psychological and spiritual needs of the human condition can be simplified as follows: • To be loved • To be heard • To belong • To make a difference • To have meaning and purpose These universal needs apply equally to all of us whether we are giving care or receiving it, and should be held in mind in the development and delivery of health care. Charlie Jones and Martin Seager @HelenBevan A year of Twitter quotations
  8. Why we have to help our teams find and keep meaning in their work People who find meaning in their work don’t hoard their energy and dedication. They give them freely, defying conventional economic assumptions about self-interest. They grow rather than stagnate. They do more—and they do it better. By tapping into that power, you can transform an entire organisation. Robert Quinn and Anjan Thakor @HelenBevan A year of Twitter quotations
  9. Why shared purpose? [Shared] purpose goes way deeper than vision and mission; it goes right into your gut and taps some part of your primal self. I believe that if you can bring people with similar primal-purposes together and get them all marching in the same direction, amazing things can be achieved. Seth Carguilo @HelenBevan A year of Twitter quotations
  10. We have to reconnect our health and care actions back to the shared purpose at the founding of the NHS, back to principles of social justice Prerana Issar Chief People Officer, NHS Definition adapted by Helen Bevan from Janet Finn and Maxine Jacobson @HelenBevan A year of Twitter quotations
  11. If we had more space for individualism and autonomy at work We’d have less politics, bureaucracy, jargon, time- wasting, wheel-spinning. …more humility, imagination, creativity, empathy, trust, respect, wisdom. …. ideas and accomplishments that are disruptively world-changing, fundamentally unexpected, radically unimagined. Umair Haque #ValueTheDifference @HelenBevan A year of Twitter quotations
  12. Organisational health is as important as organisational performance Organisational health is a state of being whole and sound. Healthy organisations use the talents of everyone in the organisation. They function effectively, continuously improve and grow from within. Definition compiled by Helen Bevan following NHSEI Leadership Forum @HelenBevan A year of Twitter quotations
  13. What is resilience? Resilience isn’t just about buildings and flood plans, it’s about people who know how to support each other. Carlos Menchaca https://www.ndcollaborative.com/resilience/ @HelenBevan A year of Twitter quotations
  14. From “What the best companies to work for do differently” When we ask leaders merely to perform their duties and to be an instrument within a [business] apparatus, we are asking them to do far too little and giving them an opportunity to avoid asking tough questions about what is most important in life. It is a mistake to let leaders escape the civic responsibilities we have toward one another due to an erroneous belief that, through agnostic business dealings, the good life will trickle down. We can be much more direct by insisting that leaders foster human potential and support human flourishing as obligations of their roles. If we do not have any deeper aims for [organisations], then for whom and for what do we go through all this trouble? Michael O’Malley @HelenBevan A year of Twitter quotations
  15. Employee experience is as important as customer (or patient) experience and the two are interdependent Understanding, managing, tracking, and improving ‘human experiences’ really should be more integrated—after all, workforce experiences are or should be driven by customer and partner experiences. Art Mazor, Jannine Zucker, Susan K. Hogan, Hilary Horn, Deloitte @HelenBevan A year of Twitter quotations
  16. We need personalisation for employees as much as personalisation for the people we serve Treating employees as individuals and not as part of a group or segment is one of the most important long-term trends [in the world of people management]. The way organisations deal with employees is still far behind the way organisations deal with clients, but there is movement. Tom Haak @HelenBevan A year of Twitter quotations
  17. Flexibility is at the heart of the new era of work It’s time for the old paradigms of what work looks like — offices in which people sit at desks during the same, standard hours — to give way to a new era, one in which people’s work and home lives can better coexist. When that happens, everyone comes out ahead. Josh Levs @HelenBevan A year of Twitter quotations
  18. Wellbeing at work programmes can deliver significant benefits but they must be well implemented For every £1 invested in corporate wellbeing there’s a £3 return in improved efficiency and productivity' (CIPD). But if the programmes and services offered aren't well thought-through, relevant and appropriate to the participants, and both adopted and encouraged from the top down, they aren’t going to help anyone. Simon Russell @HelenBevan A year of Twitter quotations
  19. When it comes to complex decision making, diversity is more important than ability Take two groups of individuals and assign to each one some kind of problem to solve. One group has a higher average IQ than the other, and is more homogenous in its composition. One group, say, is all doctors with IQs above 130; the second group doesn’t perform as well on IQ tests, but includes a wide range of professions. What Page found, paradoxically, was that the diverse group was ultimately smarter than the smart group. The individuals in the high-IQ group might have scored better individually on intelligence tests, but when it came to solving problems as a group, diversity matters more than individual brainpower Steven B. Johnson discussing the work of Scott E. Page in Future Perfect @HelenBevan A year of Twitter quotations
  20. Why we need multiple mental models for better decision making The more [mental]models you have – the more likely you are to have the right models to see reality. It turns out that when it comes to improving your ability to make decisions, variety matters. Most of us, however, are specialists. Instead of a latticework of mental models, we have a few from our discipline. Each specialist sees something different. ..A typical Engineer will think in systems. A psychologist will think in terms of incentives. A biologist will think in terms of evolution. By putting these disciplines together in our head, we can walk around a problem in a three dimensional way. If we’re only looking at the problem one way, we’ve got a blind spot. And blind spots can kill you. Shane Parrish @FarnamStreet https://fs.blog/mental-models/ @HelenBevan A year of Twitter quotations
  21. Diagnostic Workshop 25 Sept 2019Josh Bersin and Tomas Chamorro-Premuzic In praise of age-diversity @HelenBevan A year of Twitter quotations
  22. Older managers have different management styles to younger managers We surveyed more than 10,000 managers ages 21 to 70 across multiple industry sectors in an effort to learn about their preferred styles of working…. We found that management style varied more with age than with any other characteristic in our survey… We were both interested and surprised to see how influential age differences were… While younger managers prefer narrower, more technical approaches, older ones tend to work through others and focus on the big picture. Julian Birkinshaw and colleagues https://t.co/TwD4gDKjY9 @HelenBevan A year of Twitter quotations
  23. It can be tough for people who transition between social classes People who transition between [social] classes can learn to relate to people in a more skilled way, and they are incredibly helpful in groups, as they can understand people from all walks of life. However, it can also be an exhausting and even isolating experience for that person.” Sara Fisher Ellison and Wallace Mullin, MIT @HelenBevan A year of Twitter quotations
  24. You can change the process or structure, but if you don’t change the mindset as well, change may not happen Mind-sets ingrained by past management practices remain ingrained far beyond the existence of the practices that formed them, even when new management practices have been put in place. Scott Keller and Bill Schaninger @HelenBevan A year of Twitter quotations
  25. When it comes to changing organisations, the informal system is as important as the formal system All organisations have social structures that do not resemble their formal structures. Cliques of employees that hang out during lunch breaks, or even after work. Tribes of people that support different agendas inside and outside the workplace. Shadow organisations that perform the work of the functional organisation, because they are less bureaucratic, and an effective shortcut. Networks of people that know, trust, and help each other. All these social structures hold the key to unleashing fortunes in the form of employee productivity. Jeppe Hansgaard @HelenBevan A year of Twitter quotations
  26. In organisational change, we need to focus on what people are thinking and feeling as much as policies, processes and methods What most organisations typically overlook is the internal shift — what people think and feel — which has to occur in order to bring the [improvement strategy] to life. This is where resistance tends to arise — cognitively in the form of fixed beliefs, deeply held assumptions and blind spots; and emotionally, in the form of the fear and insecurity that change engenders. All of this rolls up into our mindset, which reflects how we see the world, what we believe and how that makes us feel. Tony Schwartz @HelenBevan A year of Twitter quotations
  27. We have to address emotions in organisational and systems change Getting emotions right — through formal, structural means and informal, cultural means, and, most important, through the right leadership — will be the key to the survival and success of organisations in the 21st century. Jochen Menges https://t.co/gIZ6hgB7VQ?amp=1 @HelenBevan A year of Twitter quotations
  28. Why building relationships is becoming an even more critical leadership capability [Great] leaders recognise that relationship building and building a better world are deeply interconnected. In so doing, they also make their [organisations] talent magnets for workers seeking a sense of purpose and meaning in the workplace… As our work world becomes more virtual and our business models more digital, the key determinant of sustainable success is less about the power of a [organisation’s] algorithms than it is about the efficacy of the relationships we forge. Douglas Ready @HelenBevan A year of Twitter quotations
  29. The most powerful innovation or improvement methods won’t work if we fail to address issues of culture Organisations that apply innovation methods without intentionally handling the culture-side of the equation end up embittered. Knowing what works for the concept you’re trying to launch (after making sure it fits a real need) and knowing your culture and politics enough to persuade the organisation to launch it. Method worship just gets in the way. Michael Graber @HelenBevan A year of Twitter quotations
  30. Why you can’t benchmark a culture [Benchmarking] won’t work for cultural elements, because every [organisation’s] cultural situation is as unique as a fingerprint. It incorporates emotionally resonant, deeply embedded perspectives and habits that have built up through years of challenges and experience; these factors can’t be easily separated from one another. … The behaviours and emotions that should be emphasised in one [organisation] may be precisely those that would hold another back. Jon Katzenbach and Alice Zhou @HelenBevan A year of Twitter quotations
  31. Leadership is a practice, not a position of authority Distinguishing leadership from authority helps us begin to see that if we understand leadership as a practice, as an activity, then it becomes available to anybody high or low, any place or position simply because they passionately care about some problem situation, about the people in that problem situation and then mobilise people with faith in their capacity to step up to the plate and meet that challenge. Ron Heifetz Quote via @DavidGurteen @HelenBevan A year of Twitter quotations
  32. Why we should talk about love-led leadership Power is the capacity generated by our relationships and . . . love is the most potent source of that power Meg Wheatley [Love-led leadership is] a philosophy of engaging in leadership practices guided by feelings of concern for others that promote strong affection between people and give rise to a dedication to others’ well-being and the maintenance of their dignity. Sheena Howard https://t.co/WCXEdWNgWI@HelenBevan A year of Twitter quotations
  33. The power of systems leadership Systems leadership does not work by reducing things to the lowest common denominator, to the point at which everyone can agree. Instead it seems to help us find something new, something bigger, something imaginative that holds an attraction to people and is rapidly amplified John Atkinson and David Nabarro @HelenBevan A year of Twitter quotations
  34. Leading with trust: What is trust? Trust is our willingness to be vulnerable to the actions of others because we believe they have good intentions and will behave well toward us. In other words, we let others have power over us because we think they won’t hurt us and will in fact help us. Trust is a double-edged sword. Our willingness to be vulnerable also means that our trust can be betrayed. Sandra J. Sucher and Shalene Gupta @HelenBevan A year of Twitter quotations
  35. What is integrity? Integrity is not a static state. It’s a dynamic commitment to learning, and it requires that leaders understand how their actions, and those of their [organisation], are affecting employees…and the world. In other words, it requires that leaders continually look with fresh eyes for where there is more work to be done. Elizabeth Doty https://www.strategy-business.com/blog/Why-living-your-values-takes- work?gko=1654c&sf214641361=1 @HelenBevan A year of Twitter quotations
  36. Giving voice to everyone in the team or organisation When leaders demonstrate voice-raising behaviours to their teams, they act as catalysts for “goal contagion” — the spreading of a particular goal through a social network…. When voice becomes a priority for leaders, with the right habits and systems, it can become a non-heroic act for everyone to speak up, rippling out across all levels of the organisation. Khalil Smith, Chris Weller, and David Rock https://www.strategy-business.com/article/Create-a-workplace- where-everyone-feels-comfortable-speaking-up?gko=7c8d3 @HelenBevan A year of Twitter quotations
  37. Let’s stop using the term “empowerment” In the command-and-control industrial age, power was centralised and doled out carefully through roles, designations of authority, and even allocations of office space. Overstepping one’s bounds could be a career-ending move. ”Empower” carries that old-school, fear- based baggage: I have the power and, if I deem you worthy, I will bestow some upon you. It is condescending at best and disempowering at worst. Eric McNulty @HelenBevan A year of Twitter quotations
  38. Why there’s a problem talking about “empowerment” as an improvement goal Empower, to me, presumes that the one who empowers has the power to begin with and grants it to the other; it reinforces a paradigm of power and control to which the other person is subject. If I am the granter of power, there is still a power imbalance. This relationship presumes that I hold some kind of hierarchical authority over you and that, only by my good grace, are you exercising any authority. While I am in the position of granting power, I remain in the position of taking it back. John Wenger @HelenBevan A year of Twitter quotations
  39. “A cynic, after all, is a passionate person who does not want to be disappointed again.” Source of graphic: Benjamin Zander’s TED talk Benjamin Zander @HelenBevan A year of Twitter quotations
  40. Expressions of gratitude not only provide social glue for the people involved—the grateful person and the benefactor—but also spread beyond the dyad, affecting witnesses in ways that can reverberate throughout a group. Jill Suttie Saying can impact a whole team or community @HelenBevan A year of Twitter quotations
  41. I think we all acknowledge huge periods of change upon us and a lot more to come. Leaders need higher levels of decision-making capability, higher and better- performing mental operating systems. And then, indeed, if they don’t do this, they jeopardise the enterprises they work for…And so leadership development needs to fundamentally change Phillip Campbell https://www.bcg.com/publications/2019/neuroscience-adult-learning-talk-with-phillip- campbell.aspx?utm_medium=Email&utm_source=201905&utm_campaign=201905_NoVal_EALER T_NONE_GLOBAL&utm_usertoken=b492ad661329e6bd9a76b92b12148cba04305c46&redir=true We need to switch our leadership development focus so are developed to think in higher ways, involving complexity, interdependency, ability to deal with ambiguity and paradox @HelenBevan A year of Twitter quotations
  42. Collaboration needs empathy Effective collaboration is fuelled by empathy - an awareness of others and an ability to detect their emotions and understand their perspective. To come up with truly innovative solutions requires new ideas. And to bring new ideas to light requires seeking a diversity of perspectives and creating a welcoming space for people to share their ideas without fear of judgment. IDEO https://www.ideou.com/blogs/inspiration/4-ways-to-encourage-empathic- collaboration?utm_medium=email&utm_source=mailchimp&utm_campaign=5.3-may-newsletter-2019- may&goal=0_f703b39d99-20909a674e-218200541&mc_cid=20909a674e&mc_eid=8a6120837d @HelenBevan A year of Twitter quotations
  43. Why grading or assessing people by their “potential” is wrong Show me the people analytics that has been taught anywhere, ever, that showed you could measure something in [an individual], independent of context or situational role, that’s called ‘potential.’ [Nevertheless, organisations will claim that certain people] have a lot of it and you have none of it…. [This is] just made up Marcus Buckingham @HelenBevan A year of Twitter quotations
  44. When it’s better not to use the term “actually” If leaders or managers are dropping the word actually into conversations, it can go against any professed value that puts people at the heart of the organisation. This creates a gap between what the [organisation] wants to stand for and how it acts. And if that gap gets too big, it creates a culture of cynicism that can quickly spread through [an organisation], undermining employee engagement. Adam Bryant @HelenBevan A year of Twitter quotations
  45. Feedback is not the same as coaching [What can happen when you give performance feedback is] that you became a data bully. This episode is re-enacted every day in organisations. Some executive thinks there is a motivation crisis and wants to increase productivity or innovation. So they create and add a metric, a goal, to the current dashboard that people face every day. They are trying to help. Does it work? Not often if ever. Richard Boyatzis, Melvin Smith, Ellen Van Oosten. @HelenBevan A year of Twitter quotations
  46. Why many psychologists question the validity of Myers Briggs (MBTI) There is no theory to explain the validity of the types, no statistically-defensible method to derive them, and no reliable evidence of the synergistic effect of the various components constituting the types; moreover, people are classed rather differently when taking the test again. Finally, the test is a lousy predictor of work-related outcomes. From “How fake science misleads managers” John Antonakis @HelenBevan A year of Twitter quotations
  47. Conversations can change the world Conversational Leadership is about releasing the power of conversation in the world – especially our organisations. It is about each and every one of us as individuals taking a conversational approach to life – seeing the world as a web of conversation – and putting conversation at the centre of all that we do. It is not only a style of working but a way of being David Gurteen conversational-leadership.net/conversational-leadership-introduction/ @HelenBevan A year of Twitter quotations
  48. Introducing Quality Improvement (QI) methodology is a complex sociocultural intervention This study reinforces growing research that emphasises that the use of Quality Improvement methods is not simple. The use of QI methods must be considered as complex sociocultural interventions that require significant technical and social skills. This understanding needs to inform future use and the design of QI support strategies and PDSA education Chris McNicholas, Laura Lennox, Thomas Woodcock, Derek Bell, Julie E Reed @HelenBevan A year of Twitter quotations
  49. What’s the difference between Implementation Science and Improvement Science? Implementation Science and Improvement Science share an intent to implement and spread successful changes. Improvement Science distinguishes itself through a grounding in [Deming’s] System of Profound Knowledge combined with subject matter expertise to also develop and test change ideas using Quality Improvement tools and methods in any industry. Dave Williams @HelenBevan A year of Twitter quotations
  50. It’s time for new thinking and practice in safety in healthcare The emerging concepts in relation to safety have captured the imagination of people who work in safety in healthcare. This is in part because of the overwhelming feeling that if we keep doing the same things in safety, we will not be making the difference we all want. There is also a huge desire to shift from the relentless focus on the negative and the things that have gone wrong. These three concepts provide us with a different lens for which to look at how the safety of patient care could be improved. It is time to look beyond patient safety and to share these new approaches in order to push the margins about what we think about safety. Suzette Woodward @HelenBevan A year of Twitter quotations
  51. The legacy of the Productive Ward: Releasing Time to Care programme after a decade [The] Productive Ward has informed wider organisational Quality Improvement strategies that remain in place today and developed lasting QI capabilities among those meaningfully involved in its implementation Robert G, Sarre S, Maben J, et al, Exploring the sustainability of quality improvement interventions in healthcare organisations: a multiple methods study of the 10-year impact of the ‘Productive Ward: Releasing Time to Care’ programme in English acute hospitals, BMJ Quality & Safety, 29 July 2019. @HelenBevan A year of Twitter quotations
  52. Complex systems are driven by the quality of the interactions between the parts, not the quality of the parts. Working on discrete parts or processes can properly bugger up the performance at a system level. Never fiddle with a part unless it also improves the system @ComplexWales Source of image: Eclipse@HelenBevan A year of Twitter quotations
  53. Why we need complex facilitation approaches when we are addressing complex systems Complex facilitation refers to an approach to working with groups that is grounded in good complexity theory. It is an important approach to take when the work you are doing is complex. There is almost always a temptation, when confronted with the uncertainty of a complex system, to default to control in order to drive the process towards a comfortable outcome. This can often result in a process becoming so constrained that there is no possibility for the magic of emergence or self-organisation to happen. The desired outcomes of good complex facilitation process are precisely these two states: emergence of meaning and understanding, and self-organisation of a group. Chris Corrigan @HelenBevan A year of Twitter quotations
  54. Most change management approaches fail to deliver their objectives We live in an age in which change has become the only constant. So it’s not surprising that change management models have become popular. Senior leaders are urged to develop a plan to communicate the need for change, create a sense of urgency and then drive the process through to completion. Unfortunately, the vast majority of these efforts fail and it’s not hard to see why. Greg Satell https://t.co/aaglRLxrRq @HelenBevan A year of Twitter quotations
  55. Transformation happens side-by-side (or alongside) The truth is that transformation isn’t top- down or bottom-up, but happens from side-to- side. Change never happens all at once and can’t simply be willed into existence. It can only happen when people truly internalise and embrace it. The best way to do that is to give power to those who already believe in change to bring in those around them Greg Satell @HelenBevan A year of Twitter quotations
  56. Relational activism: an approach to enabling change We call using relationships to take action - and make action possible - “relational activism.” [Relational activism means] a focus on connection and personal relationships, as well as a desire to avoid being paralysed by recalcitrant, complex social problems. Becca Dove and Tim Fisher @HelenBevan A year of Twitter quotations
  57. Starts on the fringe Starts with the activists Gary Hamel @HelenBevan A year of Twitter quotations
  58. For large scale change, we need complexity and social practice (relational) perspectives, not just mechanistic “roll out” of pilot projects As a rule of thumb, the larger, more ambitious, and more politically contested the spread challenge, the more ecological [complexity] and social practice perspectives will need to supplement (or replace) “mechanical” efforts to replicate an intervention. Trisha Greenhalgh and Chrysanthi Papoutsi
  59. Our ability to spread or scale change depends on context We cannot assume the ability to spread for successful interventions…The best we can hope for is to be able to abstract guiding principles from successes without assuming that those successes guarantee the same in a different setting. Dave Munch @HelenBevan A year of Twitter quotations
  60. What do we need to do to encourage people to share knowledge? Ensure that knowledge seeking and sharing are seen as part of the job, and incentivise them wherever possible using internal incentives - the desire to be recognised, the desire to help, and the desire to do a good job. Nick Milton http://www.nickmilton.com/2019/07/3-reasons-why-people-dont-share.html @HelenBevan A year of Twitter quotations
  61. Planned change AND emergence The minute too much process is imposed, you lose the magic and power of building a movement. Reid Carpenter @HelenBevan A year of Twitter quotations
  62. The current era for change This is an extraordinary time, full of vital, transformative movements that could not be foreseen. It’s also a nightmarish time. Full engagement requires the ability to perceive both. Rebecca Solnit @HelenBevan A year of Twitter quotations
  63. Never in the history of humanity has a single human being had so much power. Never in the history of humanity have YOU had so much power! Optimistic or pessimistic, it is like being a spectator of a film of which we seem to know the ending, whether happy or unhappy. Today one must cease to be a passive spectator but an actor in this fast-changing world. Bruno Marion Chaos: a user’s guide The new era of change @HelenBevan A year of Twitter quotations
  64. Where will the drive for change that will transform society come from? In the end it is not regulators and bureaucrats who will save the world but innovators and explorers in business, universities and the public sector aligning with society to shape a balanced, dynamic, social ecology for everyone to flourish in, not just wealth for a few – a historic challenge that we cannot afford to flunk. Richard Straub https://globalfocusmagazine.com/the-power-of-ecosystems/ @HelenBevan A year of Twitter quotations
  65. Tomorrow’s management systems will need to value diversity, dissent and divergence as highly as conformance, consensus and cohesion. Gary Hamel @HelenBevan A year of Twitter quotations
  66. Futurists say we are moving from a digital age to a social age Social leadership encapsulates the mindset and skills needed to be an effective leader in a social age. It recognises that power and authority are founded more on what you share and how you build your reputation than on simple positional authority Julian Stott @HelenBevan A year of Twitter quotations
  67. Let’s use the opportunity of virtual systems to work in a different, relational way (and not just replicate the old silos) Slack, Microsoft Teams, etc. can erode silos by creating a space where professional distinctions simply don’t carry as much weight. These platforms are a kind of blank organisational canvas within a larger corporate structure, offering a chance to reimagine routines and workflows. Teams can either replicate the hierarchy that prevails outside the frame or use their autonomy to remake relationships among the team members in a virtual space. Vincent H. Dominé, INSEAD Adjunct Professor of Organisational Behaviour @HelenBevan A year of Twitter quotations
  68. Why every leader needs to be proficient at social media For social media to work effectively for the organisation it is no good trying to centralise it so that all output is corporate. This does not help individual leaders at all; social media is essentially an individualised tool. So, the key is to make sure everybody has the technical skills to be individually proficient, and to ensure that leaders and managers are as capable as those they are managing. Patricia Hind and Viki Holton @HelenBevan A year of Twitter quotations
  69. On management and leadership in an increasingly complex world Managers have to cope with growing complexity when it comes to trying to understand the outside world and the effects on their organisations. In the absence of good management practices organisations can fall into chaos, which in turn threatens their survival……. In contrast, leadership involves coping with change. In a world experiencing economic and societal turbulence, this key aspect of leadership is becoming increasingly valuable to organisations. Jim Taggart @72keys @HelenBevan A year of Twitter quotations
  70. Why we need to build virtual communities for improvement When [change agents] experience an expanded zone of freedom, another way to connect across hierarchies / geographies / functions, to interact with others, to display leadership… it’s hard to forget. They now know it is possible to do things differently and, very often, they’ve experienced change in themselves too. Celine Schillinger @HelenBevan A year of Twitter quotations
  71. Virtual collaboration offers much opportunity When you shift the default work practices to change from a meeting to a conversation and change from face to face in person to what’s most convenient, it is amazing how much more you get done in a day. Simon Terry @HelenBevan A year of Twitter quotations
  72. Having meetings, workshops or summits where people get talked at for hours isn’t a great idea [In designing a meeting, workshop or conference], are you lighting a candle or filling a bucket? Beth Tener @HelenBevan A year of Twitter quotations
  73. The real problem with email: we don’t know how to spread our attention The more pressing challenge of today is first deciding what to focus on. Culturally, we are terrible about boundaries and prioritisation….we are drowning in both physical and digital clutter. Email isn’t the problem — boundaries are. Instead of getting “better” at email, we need to get better at prioritisation. Sarah Peck @HelenBevan A year of Twitter quotations
  74. Why we don’t need to be focussed and “productive” all the time Wasting time is about recharging your battery and de-cluttering. Taking time to be totally, gloriously, proudly unproductive will ultimately make you better at your job Michael Guttridge @HelenBevan A year of Twitter quotations
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