Spare a thought for the beleaguered leaders of the HSE. For years they were told by government ministers to avoid mission creep, to stick to their brief of legal compliance rather than encouraging best practice. Those ministers have also whittled away their budget and made them ever-more dependent on generating income through fee-for-intervention and selling their services overseas.
Every year, thousands of people take on leadership posts with great expectations, wanting to secure early successes to start to repay the faith and trust organisations have placed in them. Yet so many new leaders fail to deliver sustainable results. The reasons behind this failure vary, but there is one recurring factor: professional relationships or lack of them.
Sir Martin Moore-Bick, the chair of the inquiry into the Grenfell Tower fire in London in June – a tragedy accepted by most commentators as a symbol of a dereliction of duty to social housing tenants and to vulnerable members of society – has outlined how he intends to proceed.
Amanda Spielman, England’s chief inspector of schools, has argued in one of her few public interventions since her appointment that overcautious safety and health procedures in schools are denying children the chance to develop resilience and grit.
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