Ken Whelan on joining HardyGroup as a Set Facilitator
As a Registered Nurse originally then a Senior Manager in Health for 8 years then CEO roles for 20 years I look back on my career pre and post CEO and reflect on some of the things that made a difference for me. The one…
How do we measure ROI on executive learning sets?
Historically, any formula on a Return on Investment (ROI) is defined in monetary terms. How do we measure or evaluate the efficiency of an executive learning set?
22 Great Interview Questions for Health Executives
Interviewing health executives and senior managers is never about assessing competencies or evaluating skills. That’s done earlier in the recruiting process, particularly if you’ve engaged a capable executive search firm.
The Stark Choices for Health
Returning to Australia from the IHI Forum in London this month, and struggling with jetlag in the process, I have been reflecting on so many themes, playing back in my head conversations with impressive leaders who energised and invigorated thinking and in some instances, conversations…
International Forum on Quality and Safety in Healthcare 2017 – Day 2
This is a follow on from my thoughts on Day 1 at IHI 2017 which was convened back in London this year and which in my view was more about embedding the patient experience and engagement as a way of practice for healthcare workers. A…
International Forum on Quality and Safety in Healthcare 2017 – Day 1
One of the events in my calendar that I have missed only once in the past 5 years – IHI Forum. London once again was the setting for over 3,000 healthcare leaders and practitioners from around the world and whilst in retrospect I’d say that…
Kevin Hardy: My Mentors
In our office we give a name to every Learning Set, this is my personal Set, it’s conveniently called the Original Set and I have been in the Set for 25 years. We last met a week ago. It is my ‘go to’ group. These…
15 Context Questions Leaders Should be Asking
I am not one for too many leadership models and frameworks, although I think they provoke thought. A model is only a snapshot of leadership not an organic view of the “weft and weave” of organisational life.
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