A practical leadership exercise
Practice a realistic decision, draft a brief for a challenge at work, then map the skills for wider responsibility or leadership in another country.
No account or contact details needed.
General educational framework. Illustrative content.
Describe the service problem, affected groups, and baseline evidence. Separate observed facts from assumptions.
In the case: understand where booking delays occur before deciding whether new software is needed.
Include the current approach and feasible alternatives. Use consistent criteria for benefit, resources, feasibility, and risk.
In the case: compare a workflow adjustment, a limited pilot, and a larger system investment.
Identify uncertain costs and benefits. Involve relevant finance, operational, technical, and clinical colleagues as appropriate.
In the case: verify staffing capacity and integration requirements instead of assuming that the proposed change is straightforward.
Clarify who decides, who implements, and who is affected. Seek input on concerns and practical constraints.
In the case: involve staff responsible for booking and service delivery, alongside the decision owner.
State the specific decision, scope, owner, required approvals, and next review point.
In the case: request authorization for a defined pilot if it is a suitable way to examine the remaining uncertainty.
Select measures connected to the intended outcome and watch for unintended effects. Avoid interpreting one indicator in isolation.
In the case: review delays and patient experience alongside staff workload and other relevant service measures.