Duncan O'Leary
Duncan works on projects looking at public services, skills and work.
at 4:17pm
on Monday, 15th August 2005
1. Failure is often a precondition for innovation and learning. Leaders must balance organisational learning and the need for accountability.
2. Leaders of organisations must be prepared to identify creative ways to determine and manage risk, while continuing to push the boundaries of what can be achieved.
3. Audit and inspection is active not passive. Inspectors should therefore be recognised as potential leaders in any system.
4. We look to leaders for technical solutions when they often do not exist. Leaders must therefore hand back the work to potential 'followers'.
5. There is no such thing as a gap between implementation and strategy ' only strategies that fail to take into account implementation.
6. Leaders need to be able to interpret and respond to the different explanations for negativity and reluctance to change.
7. Effective leaders set the tone within their organisations with their own behaviour. Organisations seeking to personalise the services that they provide must apply the same principles to their own staff.
8. Institutions set the rules of interaction between professionals, but changing them cannot alter it alone.
9. There is a tendency to overestimate what can be achieved in the short-term and to underestimate what is possible in the long-term.
10. Leaders should be responsible for identifying and pursuing succession strategies for themselves.
1. Failure is often a precondition for innovation and learning. Leaders must balance organisational learning and the need for accountability.
2. Leaders of organisations must be prepared to identify creative ways to determine and manage risk, while continuing to push the boundaries of what can be achieved.
3. Audit and inspection is active not passive. Inspectors should therefore be recognised as potential leaders in any system.
4. We look to leaders for technical solutions when they often do not exist. Leaders must therefore hand back the work to potential 'followers'.
5. There is no such thing as a gap between implementation and strategy ' only strategies that fail to take into account implementation.
6. Leaders need to be able to interpret and respond to the different explanations for negativity and reluctance to change.
7. Effective leaders set the tone within their organisations with their own behaviour. Organisations seeking to personalise the services that they provide must apply the same principles to their own staff.
8. Institutions set the rules of interaction between professionals, but changing them cannot alter it alone.
9. There is a tendency to overestimate what can be achieved in the short-term and to underestimate what is possible in the long-term.
10. Leaders should be responsible for identifying and pursuing succession strategies for themselves.
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