72 quotations that @HelenBevan posted with tweets during 2019

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

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 and/or challenge
you as they have me.
@HelenBevan

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

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

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

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

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

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

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

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

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

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

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/

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

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

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

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

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

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

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/

Diagnostic Workshop 25 Sept 2019Josh Bersin and Tomas Chamorro-Premuzic
In praise of age-diversity

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

“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

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

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

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

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

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

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.

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

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/

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

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

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

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.

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

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

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

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

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

Starts on the fringe
Starts with the activists
Gary Hamel

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

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

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

Planned change AND emergence
The minute too much process is
imposed, you lose the magic and
power of building a movement.
Reid Carpenter

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

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

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/

Tomorrow’s
management systems
will need to value
diversity, dissent and
divergence as highly
as conformance,
consensus and
cohesion.
Gary Hamel

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

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

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

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

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

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

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

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

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

72 quotations that @HelenBevan posted with tweets during 2019

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72 quotations that @HelenBevan posted with tweets during 2019