Over the years, I've learnt that the best, highest performing teams are those where everyone feels a sense of belonging & appreciation for the unique & different things they bring to the team. So I'm happy to post this blog & sketchnote on "things boldly inclusive leaders do". They build an inclusive culture through foundations of continuous learning, active listening, authentic communication & creating a psychologically safe environment for people to thrive: qaspire.com/what-boldly-incl…. Thank you @minettenorman for the principles & @tnvora for your powerful interpretation.

The mantra "move fast & break things" gets used to encourage disruptive innovation. It's often reckless because it ignores the negative consequences of innovation. Instead, as leaders we can "move fast & fix things", using a radical approach that moves fast, builds trust & accelerates excellence: qaspire.com/move-fast-and-fi… Blog & sketch by @tnvora, based on the new book by @FrancesFrei & @annemorriss.

In health & care, we often focus on a narrow concept of improving "staff experience", when we could be building a much deeper & more profound basis of human connection at work: a sense of belonging. Belonging is when an employee, regardless of their background or role, knows that their voice matters, that their unique experiences enrich the team & that they're not just seen, but understood. Organisations that build a sense of belonging have higher levels of engagement, retention & performance: linkedin.com/pulse/belonging… By @hacking_hr

Microskills are specific competencies that form building blocks for capability. For the kind of strategic thinking that leads to significant, sustainable change, we need microskills that are logical, creative & emotional. In health and care organisations, we typically value the logical skills but undervalue the creative & emotional. It's a key factor in why we end up with small scale incremental change rather than bold collaborative change. Graphic by @alexnesbitt

Being a leader of change means challenging the status quo. This can be tough. People have a "status quo bias". Behavioural economists tell us the fear of what might be lost is twice as strong as the hope of what might be gained. The more we are invested in something, the harder it is to abandon it. Strategies to challenge the status quo: 1) Take time to understand why/how things are as they are currently; be curious. 2) Start small, try out/test new ways of working and take things step by step. 3) Communicate your change vision effectively, backed up by data, framed in a way that resonates with people. 4) Be open to having your own ideas challenged. 5) Celebrate small wins & foster a culture of continuous improvement. medium.com/p/bbc14841370e By @ridhimagupta. Graphic: @thedecision_lab