Slides that Helen Bevan made for Twitter in 2021

1. 33 slides that I created to go with Twitter posts during 2021 @HelenBevanTweet @HelenBevanTweet a year of Twitter slides

2. about this slide deck Part of my role in the @HorizonsNHS team is to discover, curate and make available new knowledge in support of large scale change. A big part of this is social media posts. Each page in this slide deck contains a summary of an article, blog or paper that I created as a visual to go with a tweet during 2021. I have attempted to group the slides by similar themes in this deck. I hope these slides inspire you and support your actions. All the original articles are easy to find if you want to read more. @HelenBevan @HelenBevan a year of Twitter slides

3. 20 reasons why I you 11. You said I could call you and you meant it 1. I trust you because I can say ‘I haven’t got a clue’ and you don’t think I am an idiot 12. I felt overwhelmed and you did not broadcast it 2. I can be vulnerable and won’t be penalised 13. When I screwed up, you could have avoided me, but you gave me your public hand 3. I can be emotional and you won’t think I am weak 14. You knew how much I depended on that piece of work and you delivered it to me earlier 4. I made a mistake and you said you did as well 5. I opened my heart and I did not regret it 15. I got mad and you didn’t 6. I told you something in confidence and you kept it like this 16. You always keep your promises 17. You represent me and I can sleep 7. I shared my doubts and I did not go down the rankings 18. You protected me and did not send the bill 8. I showed you my tiredness and you didn’t think I wasn’t able 19. You always tell me the truth even when I don’t want to hear it 9. I am not as strong as you think but you could see my strengths when I didn’t 20. You never grow at the expense of my shrinking Source: Leandro Herrero leandroherrero.com/20-reasons-why-i-trust-you-2/ 10. You said that you’d help me and you did

4. Ten things you can say besides, “Yes,” when someone asks you to attend their meeting, join their project or take on another commitment Yes, AND responses: position you to help but with conditions 1. Yes, and with these condition- helps in setting parameters and boundaries. 2. Yes, and not now - prioritising the request against other commitments. 3. Yes, and not me - when someone on your team is better suited to follow through. Learn more responses: help you clarify what the request is really about, how much it matters and what the options are 4. Tell me more - you’ll be better positioned to make a sound decision on whether to participate or not after you’ve heard more. 5. Why now instead of later? - like the, “Yes, and not now response,” asking, “Why now?” can help a lot in prioritising your time and attention. 6. What about some alternatives that don’t require as much? - help in determining if a solution needs to be 100 percent perfect and optimal or if a good enough solution is good enough for now. 7. What else would work or help instead? - casts a little broader net than the last one in that it can open up entirely new lines of thinking on options. No, BUT responses: when what’s requested of you isn’t the highest/best use of your time and attention but you still want to be supportive of the requester 8. No, but here’s what I can do - sets you up to make an offer of help that’s within your range of available resources. 9. No, but what if we tried this instead? - protects your boundaries while providing some alternatives that you could support and participate in. 10. No, but I wish you the best - It’s way better to do that than to commit yourself to something that you really don’t have the bandwidth to follow through on. Source: adapted from Scott Eblin eblingroup.com/blog/ten-things-to-say-besides-yes/ @HelenBevanTweet a year of Twitter slides 2021 June 3rd

5. 25 micro-habits of high impact managers Don’t take power away from team members Be a trusted thought partner 8. Make space for reflection. 1. Don't swerve around a debate. 9. Reserve time for thinking outside the box. Celebrate and elevate the small moments 2. Be generous with your ideas. 10. Find the connective tissue. 3. Think of yourself as the team captain, not the head coach. 19. Look for opportunities to praise in the moment. 11. Resist the urge to multitask. 12. Follow up and follow through. 4. Set the tone with cross-functional partners. 20. Spot chances to send kudos up the organisational chain. Lead with empathy — always Be vulnerable and self-aware 13. Don't forget the humans behind the organisation's goals. 21. Celebrate special moments in the lives of team members, beyond work 5. Write down what makes you tick. 14. Encourage people to put themselves first. 6. Shine a light on failure. Keep an eye on the long-term Challenge people with kindness 7. Pull back the curtain. 22. Invest in their career. 15. Cushion the blows. 23. Bring in mentors and senior leaders. 16. Make performance review an ongoing discussion. Source: First Round Review bit.ly/2U3IhNR 24. Make space for growth. 17. Reinforce good habits. 25. Sharpen your arrows – help people to keep growing their skills. 18. Take a beat before delivering feedback.

6. 25 valuable roles that people who aren’t senior leaders can play in organisations – which we should honour and celebrate 13. A port in a storm 14. A practical philosopher 15. A balance beam 16. A sprinter 17. A marathoner 18. A billboard of diversity 19. A nexus of personality types 20. A see-er of the big picture and creative analysis 21. An intuitive 22. An organiser 23. A transplant 24. A rainmaker 25. A communicator 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. A great collaborator A memory bank A motivator An effective truth teller A creative An innovator A supporter An empathiser A sounding board A get-it-done person A healthy sceptic A critical thinker Source: Kate Nasser https://katenasser.com/career-25-incredibly-valuable-things-to-be-instead-of-leader-employee-engagement/

7. People-Centric Operations (PCO) The study how people’s behaviour changes the performance of operational processes The fundamental principles of PCO: • People, not organisations, are self-optimising. It is people within the organisation who make choices. • People are unique. They have different goals, beliefs, skills, strategies and approaches to learning. • People change with time. They are never “finished”: People add skills with experience and need training to maintain their skills. • People have discretion. The implications of individual choice are vast. See: Guillaume Roels, INSEAD (2021) Putting people at the centre of operations: https://knowledge.insead.edu/operations/putting-people-at-the-centre-of-operations-16316 Guillaume Roels, Bradley R. Staats (2020) People-centric Operations: achievements and future research directions: https://sites.insead.edu/facultyresearch/research/doc.cfm?did=67182 and Source of image: strategicleaders.com @HelenBevanTweet a year of Twitter slides 2021 April 1st

8. The hierarchy of capabilities: the further up the pyramid people go, the more we “humanise” the organisation and maximise the contribution everyone can make Qualities that leaders cannot command: people have to “want to” As a result of the Covid response, many more of our people are operating in the top half of the pyramid and we want them to stay there Qualities that leaders can expect and command Source of model: Gary Hamel, Michele Zanini (2020) Humanocracy: creating organisations as amazing as the people inside them

9. Ten things that leaders should remember about people 1. People have emotions and a life outside work 2. People are not machines or interchangeable parts 3. People want to be safe 4. People want control 5. People want to do work that matters 6. People want to work with people they like 7. People want to be treated fairly 8. People make mistakes 9. People are creative 10.People want to make progress By Wally Bock https://www.threestarleadership.com/l eadership/10-things-leaders-should- remember-about-people @HelenBevanTweet a year of Twitter slides 2021 March 24th

10. If we want engaged people across our organisations and systems, we need engaged managers ‘‘ ‘‘ You can’t change a culture without great managers who themselves are having an exceptional employee experience. This means they need to have challenging experiences where they, themselves, are engaged and developing through their strengths. They need to be coached, as they progressively become more effective coaches themselves. James Harter https://hbr.org/2019/06/if-your-managers-arent- engaged-your-employees-wont-be- either?autocomplete=true

11. Ten principles for change from Greg Satell 1. Revolutions don’t begin with a slogan; they begin with a cause: Our vision for change always needs to be rooted in solving problems people genuinely care about. 2. Transformation fails because people oppose it, not because people don’t understand it: For any significant change, there are going to be some people who aren’t going to like it and they are going to undermine it. That is our primary design constraint. 3. To be effective, change efforts need to be rooted in values: Values represent constraints and constraints bring meaning and credibility. 4. Resist the urge to engage those who attack and undermine us: In fact, as a general rule, we should avoid them until we have gained significant momentum. 5. Focus on building local majorities:We want to be continually expanding our majorities within communities and clusters. When we go outside our majority, however, we get pushback. Stay on the inside pushing out. 6. Shift from differentiating values to shared values: Differentiating values are what make people passionate about an idea, but shared values create entry points for people to join our cause. We overcome our opposition by listening and identifying shared values in what they say that can be leveraged to attract others to our cause. 7. We design effective tactics by mobilising people to influence institutions: Every action has a purpose. We are always mobilising someone to influence something. For everything we do, we should ask who are we mobilising and to influence what? 8. Scale change and weave the network through co-optable resources:Instead of trying to get people to do what we want, we should seek out people who want what we want and give them tools to help them take action. It is through taking action, not taking orders, that people take ownership of the movement and make it their own. 9. Survive victory: The victory phase is the most dangerous phase. We need to think about how to “survive victory” from the start. It’s not enough to make a point, we have to want to make a difference. 10. Transformation is always a journey, never a particular destination: The most important thing we can do to bring change about is simply to get started. If not now, when? If not you, who? https://digitaltonto.com/2020/10-principles-for-transformational-change/ @HelenBevan a year of Twitter slides 2020: November 15th

12. How to make change in your organisation by building change into daily work so everyone does it and expects it • INSPIRATION: Create energy, shared purpose and join the changes up so they make sense to people • COCREATION: Involve people at every stage from defining the challenge, choosing solutions, implementation and assessing impact • ITERATION: Use improvement methods that enable people to test their own changes, create data and adjust quickly based on learning • REDUCTION: Reduce changes to the essence that fits with the bigger shared purpose and makes sense to people • PERSONALISATION: Start from what matters to people and give them opportunities to do things differently and make their own choices Source: adapted from Sara Coene (2020) Making change as invisible as possible to people https://uxdesign.cc/invisible-change-794c64769d59 @HelenBevan a year of Twitter slides 2021: January 15th

13. The six sources of influence for enabling change Source: Jorge Barba https://www.game-changer.net/2021/06/28/influencer-6-sources-of-influence/#.YPEjCahKjD5 J.D. Meier https://sourcesofinsight.com/influencer-the-power-to-change-anything/

14. Power, for all: how it really works and why it's everyone's business by Julie Battilana and Tiziana Casciaro "The motive for the book was to debunk fallacies surrounding power and to explain how power really works”. Key points: • Power is defined as “the ability to change others’ behaviour, be it through persuasion or coercion.” • There are three harmful myths (untruths) about power: 1. It is something a person possesses 2. It is positional so the higher you are in the organisation, the more power you have 3. It is a negative thing and it comes through manipulation, coercion, and cruelty. • Power comes from controlling access to what others value, such as income, status, achievement, belonging, autonomy, and/or moral purpose. You don’t necessarily have to be a senior leader to do this • Too much power imbalance can be harmful to everyone, including senior leaders; rebalancing it can lead to greater stability, justice, happiness, and/or increased efficiency, • Many people who are in the middle or front line of organisations think that they lack power to make change happen, yet they have access to far more power than they think • If we lack positional power (i.e., we are not senior leaders), we can still create the power for change by joining forces with others: “There is always something you and others can do to make changes. Effecting change alone can be hard, especially in the face of big challenges that affect an entire social or political system, but by banding together and sustaining collective action, we can influence people’s beliefs and behaviours.” Taken from: Feeling powerless at work? Time to agitate, innovate, and orchestrate, Harvard Business School Working Knowledge, Jay Fitzgerald https://hbswk.hbs.edu/item/feeling-powerless-at-work?cid=spmailing-33645176-WK%20Newsletter%209-1-2021%20(1)- September%2001,%202021 @HelenBevanTweet a year of Twitter slides 2021 Sept 2nd

15. The structures and processes in place in a thriving dialogic* organisation *A dialogic organisation is one that is set up so that powerful formal and informal conversations that are meaningful to people can lead to positive change on a continuous basis by Nancy M Dixon Time is set aside regularly for teams, units, and the whole of the organisation to think/reflect together about how the organisation is functioning • Equality of voices, with no one's ideas privileged above others • The design of physical space, online gatherings, and organisational norms promote chance meetings with members of other units/teams that allow them to interact with each other informally, for example, places to meet for coffee, wide hallways, and stairs, atriums, online social hours, scheduled retreats. • The organisation's strategy is developed through dialogic interactions where the whole system is represented, for example, Future Search, Appreciative Inquiry Summits, Unconferences • Work processes are designed to encourage positive interdependence; that is, for individuals to succeed, the whole unit must succeed, e.g., individuals facilitating each other's efforts to complete tasks to reach the group's goals. • Joint goal setting occurs at the team, unit, and organisation levels. • Processes are in place to regularly gather information/knowledge from client-facing units and those on the periphery of the organisation, to jointly reflect and act on that information • Shared decision making occurs across the organisation. • Opportunities are available for continual learning both about task and about self (e.g., training, team coaching, action learning, coaching ourselves). • Hierarchy is minimized • Processes are in place to reflect on and learn from mistakes at the individual, team, and organisational levels. (Coaching, Action Learning, Coaching Ourselves, Working Out Loud Circles, After Action Reviews) • There is transparency about how the organisation gets and spends its money • https://www.nancydixonblog.com/2021/03/what-needs-to-be-in-place-for-an-organization-to-be-dialogic.html @HelenBevanTweet a year of Twitter slides 2021 14 Oct

16. the critical success factor during periods of transformation and systemic change Six ways leaders can invest in adaptability to prepare for a fast-paced and uncertain future: 1. Practice well-being as a foundational skill: As leaders, we need to be fit to face whatever comes our way and to support others for however long it takes. We need to focus on allowing ourselves selves to thrive, and then helping others to be at their physical, mental, and emotional best. 2. Create a strong, guiding sense of shared purpose and let it define our “non-negotiables”: Purpose helps define what we hope to gain and it also frames what we don’t want to lose—our “non-negotiables” - the vows we make to ourselves that we will not break no matter what. 3. Experience the world through an adaptable (learning) mindset, not a status quo mindset: Focus on growth, curiosity, creativity, building agency and opportunity. 4. Make deeper and more diverse connections: It’s about enabling the people we work with to bring their whole selves to work and feel valued enough to contribute honestly; paying full attention to the people in front of us, standing in other people’s shoes and demonstrating compassion in our leadership. 5. Build psychological safety – make it safe to learn: That’s about us reframing “failure” as a learning opportunity, encouraging team voice, showing appreciation and coaching our teams to support each other. 6. Understand that adaptability is a skill that is mastered with continual practice: We can use “micro-learning” - bite size pieces - as practice. We should also create learning communities beyond training programmes, role model our own learning as leaders, and use data and feedback to keep learning and growing our capabilities. Adapted from: Future proof: Solving the ‘adaptability paradox’ for the long term by McKinsey www.mckinsey.com/business- functions/organization/our-insights/future-proof-solving-the-adaptability-paradox-for-the-long-term?cid=other-eml-ttn-mip-mck&hdpid=a5d107b7-71ca-474f- b0d4-c8fbb4d7a548&hctky=10363564&hlkid=5c4319f86c0442ba833eba92bbfe5efe @HelenBevanTweet a year of Twitter slides 2021 Sept 26th

17. Four types of conversation that are needed to address complex, unpredictable challenges by Nancy Dixon and Trish Silber All four types of conversation are necessary, but many organisations and leaders only use type 4. 1. Conversations for relationship building Until those invited into the conversation have built a sense of psychological safetywith each other, serious work on the issue will not take place. Rather people will tend to speak in general terms, rely on clichés, give voice only to what it seems safe to say and withhold any information that might possibly embarrass themselves or others. In other words, only a small part of the knowledge available in the room will be spoken. To break through that caution, the leader/convener has to create the opportunity for people to learn about each other –a relationship-building conversation.Through these conversations, members discover their mutual interests and identify areas of expertise and experience. In this way a relationship of trust and mutual respect is built, and the group establishes a sound understanding of the assets and resources it brings the adaptive challenge. 2. Conversations for mutual understandingThe conversations we hold to make sense of what we know –to create meaning out of a mess of unstructured data and information. That involves exploring and uncovering each other’s perspectives, reasoning, and ideas about the topic. This kind of conversation is required before individuals can align, decide, and coordinate effectively. 3. Conversations for possibilities Those conversations in which we release ourselves to create and innovate, opening up pathways to a future beyond what already exists, rather than a perpetuation of the past. These are forward-focused, transformational conversations that must eventually root themselves in reality, but not before we’ve entertained scenarios unfettered by our current assumptions. At the essence of these conversations is the belief that creativity is a conversational phenomenon, not dependent upon a few inherently creative individuals. Conversations for possibilities require deliberate pre-planning that prepares people to step out of their current interpretations, constraints, and bias for action. 4. Conversations for action Conversations for Action generate decisions, commitments, and coordinated actions with others. They are the most frequent conversations held in organisations. In fact they are often the only type of conversation held - the default conversation.Conversations for Action may include discussions of feasibility; establishment of deadlines; requests and offers between individuals or groups; specific commitments; decisions and measures of success; and how fine-tuning a decision will happen. The wealth of action planning and decision makingtools available speaks to our struggle to be as explicit and structured as this conversation usually requires. @HelenBevanTweet a year of Twitter slides 2021 Nov 16th https://www.nancydixonblog.com/

18. Source: Valdis Krebs http://www.orgnet.com/TriangleOrganizations.pdf

19. 6 ways to help your team, division or organisation be BRIDGE BUILDERS rather than TRENCH DIGGERS 1. Shake things up: Give team members the opportunity to work on different projects or connect with different people; bring in new team members with different backgrounds and experiences; create opportunities for people from different groups to work together. 2. Focus on shared purpose and common “enemies”: Identify shared purpose and goals with other groups and keep reinforcing them. Identify the things that we want to combine our joint resources against, which could be factors like inequalities or ill health or waste. agree collaborative behaviours, such as never speaking badly of the other group 3. Spend time together. Carve out the space for people from different groups to spend both formal and informal time together, to find things in common with each other. 4. Engage people who can cross boundaries: Find the people who can bridge different groups, can “speak both languages”, still be seen as “one of us” and support these “boundary spanners” to actively play a role in reducing entrenchment and polarisation. 5. Practice standing in others’ shoes: ask your team members to consider for themselves: What if I were one of the members of the other group? What would life look like, feel like? How would we see our own team through their eyes? Practice responding as if we belong to the other group. 6. Adopt a paradox mindset Practice working with a “paradox mindset” where individuals can truly see themselves as members of both sides and derive energy from the tensions between them. https://hbr.org/2021/01/is-your-organization- digging-trenches-or-building-bridges adapted from Sherry M.B. Thatcher and Alyson Meister @HelenBevan a year of Twitter slides 2021: January 23rd

20. Ten principles for building a healthy community by Margaret Wheatley 1. People support what they create 2. People act responsibly when they care 3. Conversationis the wayhuman beings have alwaysthought 4. To change theconversation, change who is in it 5. Expect leaders tocomefrom anywhere 6. Focusing on what is working gives us energy and creativity 7. The wisdom resides within us 8. Everything is a failurein the middle 9. Humans canhandle anything as long as we’retogether 10. Generosity, forgiveness and love: these are the most important elements in a community Source of graphic: adapted from WordPress https://medium.com/together- institute/10-principles-for-healthy- communities-by-meg-wheatley- 6466fe1d070d @HelenBevanTweet a year of Twitter slides 2021 May 2nd

21. Twelve principles for network thinking and action (or how to operate in the world to make positive, large-scale change happen) 1. Come first as givers, not takers: Of course people should think about their self-interest, but if everyone holds out for what they are going to get, then nothing gets created in the first place. Generosity leads to generativity. 2. Support intricacy & flow, beyond bottlenecks & hoarding: Many kinds of connection and robust movement of resources of all kinds is what contributes to the adaptive and regenerative capacity of networks. 3. Make the periphery the norm, don’t get stuck in the core: In the words of Kurt Vonnegut,“Out on the edge you see all kinds of things you can’t see from the centre. … Big, undreamed-of things–the people on the edge see them first.” 4. Work with others &/or out loud, not in isolation: Otherwise, what’s the point of creating a network? Connect, cooperate, coordinate, collaborate, and share! 5. Value contributions before credentials: Valuable contributions come from all kinds of places and people. Credentials and holding out for a certain kind of “expertise” can get in the way of seeing the greater abundance around you, and benefitting from it. 6. Lead with love and a sense of abundance, not fear and scarcity: Fear and scarcity narrow our view, shrink our thinking about what is possible, and inhibit our willingness to share. Love is love and does what love does. 7. Think spread and depth before scale: Because it’s easier in many ways, can avoid mechanical/replication thinking, and helps to establish a more firm foundation (think roots under the tree). 8. Support resilience and redundancy instead of rock stardom: Because we aren’t all that special and because its not strategic to put all eggs in one basket, however shiny. and then there’s the ego thing … 9. Trust in self-organisation & emergence, not permission & predictability: COVID19 is driving this lesson home, big time. We are not in control. Life is complex, and beautifully so. Evolution is real, and so is people’s capacity to be responsible when they are trusted. 10.Say “we’re the leaders!” instead of “who is the leader?”: Who and what are you waiting for? and why? 11.Do what you do best and connect to the rest: Stop trying to do it all. It’s not possible, it creates unnecessary competition and it inhibits collaborative efficiencies 12.attract a diverse flock, not birds of a feather: Homophily (like being attracted to like) is a strong tendency in people. In network speak, we should not simply bond, but also bridge. This is important for the wok of equity and inclusion, tapping creativity and innovation, and tasting spice in life interactioninstitute.org/thinking-like-a-network-3-0/ By Curtis Ogden @HelenBevanTweet a year of Twitter slides 2021 March 20th

22. Change is not the goal: The goal is the goal Peter Fuda

25. Headlines from “Scaling – from “reaching many” to sustainable systems change at scale: a critical shift in mindset” • Everyone wants to transition from pilot to scale, but very few actually achieve it. • Scaling is more than counting adoption of innovations by project beneficiaries. • Scaling is a process of moving towards sustainable systems change at scale. • Scaling requires a different mindset and skills than stand-alone projects do. • Scaling frameworks help to systematically navigate the complexities involved. Source: Lennart Woltering, International Maize and Wheat Improvement Center and colleagues https://www.sciencedirect.com/science/article/pii/S0308521X18314392#! @HelenBevan a year of Twitter slides 2020: August 29th

26. .. How to reinstate as an important component of your meetings when you’re working virtually 1. Make small talk an agenda item, not an afterthought Deliberately create space for more personal, informal interactions as part of your virtual meetings. While this may seem paradoxical —planning and scheduling the casual and spontaneous — creating expectations and setting boundaries will increase the team’s comfort to embrace the change. 2. Start team meetings with an individual check-in or individual icebreaker an activity or ice breaker at the beginning of a meeting is a timeless way to connect participants. Over the years, groups attending regularly recurring meetings often abandon icebreakers as unnecessary. In a virtual world, beginning meetings with an icebreaker is a first step to reintroducing small talk. Just a few minutes builds connections and shared purpose, generates energy and sets a positive tone for the meeting 3. Introduce agenda items designed around opinions where everyone gets a voice add a topic designed to collect opinions on broad themes or focused on creative ideas-storming. These are still “talking about the business,” but at a much higher altitude than the transactional, day-to-day agenda items. Because such topics are opinion based by design, it becomes hard for any team member to claim special expertise that overrides the opinions of the others. 4. Leave unstructured time at the end of team meetings Leave 15-20 minutes of unallocated time at the end of the next meeting just to chat as a group. Team members can decide for themselveswhether to hang around,knowing they can drift out of the conversation if they want or need to. https://hbr.org/2021/02/make-time-for-small-talk-in-your-virtual- meetings?utm_medium=email&utm_source=newsletter_daily&utm _campaign=dailyalert_notactsubs&deliveryName=DM119613 Bob Frisch and Cary Greene @HelenBevan a year of Twitter slides 2021 February 19th

27. 5 ways to cultivate hope in uncertain times 1. DO SOMETHING–START WITH GOALS Hopeful people do not just wish–they imagine and act. They establish clear, achievable goalsand make a clear plan. They believe in their agency–that is, their capacity to achieve the outcomes. 2. HARNESS THE POWER OF UNCERTAINTY For hope to arise, individuals need to be able to perceive the possibility of success. a future that is uncertain holds lots of possibilities. as such, uncertainty is not reason for paralysis–it is a reason to hope. 3. MANAGE YOUR ATTENTION Researchers have found that optimiststended to seek out positive images, such as that of happy people, and avoid images of people who seem depressed. Hopeful people did not necessarily seek out emotionally positive information. However, people high on hope spent less time paying attention to emotionally sad or threatening information. 4. SEEK COMMUNITY. DON’T GO IT ALONE Hope is hard to sustain in isolation. Research demonstrates that for people working to bring social change, relationships and communityprovided the reason for hope and ignited their conviction to keep fighting. 5. LOOK AT THE EVIDENCE Cultivating and sustaining hope, requires that we gather evidence from our own lives, history and the world at large and use that evidence to guide our plans, pathways and actions. Hope also requires that we learn to use this data to effectively calibrate progress, no matter how small. JACQUELINE MATTIS HOPE HOPE The tendency to see desired goals as possible, and to approach those goals with “agency thinking,” a belief that you or others have the ability to achieve the goals. “Pathways thinking”: a focus on mapping routes and plans to achieve those goals. Is different to OPTIMISM a general expectation that good things will happen in the future. Optimists tend to seek out the positive and, at times, deny or avoid negative information. shorturl.at/jqEFG @HelenBevan a year of Twitter slides 2021: 11thJanuary

28. are you Languishing is a sense of stagnation and emptiness. It feels like you are muddling through your days , looking at life through a foggy windshield. and it might be the dominant emotion of 2021 ‘‘ Source: Adam Grant (2021) There’s a name for that blah you’re feeling: it’s called languishing https://t.co/6cYfIvbsYo?amp=1 @HelenBevanTweets a year of Twitter slides 2021: April 28th

29. If we want to feel less tired, we need to change how we engage with a screen and become more active, engaged participants in a conversation that just happens to be virtual 1. Challenge our teams to change their relationship to the screen: Encourage them to participate fully and take on some responsibility for making the meeting more interesting by sharing more of themselves so others don’t have to work so hard to interpret a limited set of visual cues. If they are bored, invite them to do the thing that will end their boredom 2. ask that everyone keep video and audio on all the time: They can momentarily mute if a fire engine is screaming by or the dog is barking its head off but set the ground rules for an always-on standard. This ends the experience of being lonely while with your team 3. Don’t try to be charming or entertaining: Be real. Do a check-in and invite everyone to share what is really going on for them during the pandemic. Cause openness and vulnerability. No one will be bored or change the channel. 4. Create playful consequences for multi-tasking: You don’t have to get nasty or be militant. In collaboration with the team, decide on playful consequences if you catch someone multi- tasking during a virtual meeting or conversation. 5. Take good care of your eyes: Get a pair of blue-light blockers and consider investing in a stand-up desk so you aren’t in a fixed position for hours on end. Dede Henley https://dedehenley.medium.com/do-you-need-a-nap- after-leading-a-zoom-meeting-b1f9d6772e10 @HelenBevan a year of Twitter slides 2021 February 23rd

30. Don’t just take a walk for exercise or transportation; walk for purpose ‘‘ When we go for a walk, we perform better on tests of memory and attention; our brain cells build new connections, staving off the usual withering of brain tissue that comes with age; we can actively change the pace of our thoughts by deliberately walking more briskly or by slowing down; and our attention is left to meander and observe, helping us generate new ideas and to have strokes of insight. Ferris Jabr Why Walking Helps Us Think https://hbr.org/2021/02/dont-underestimate-the-power-of-a-walk @HelenBevan a year of Twitter slides 2021: February 7th

31. Getting through theLIMINAL phase: Steps leaders can take right now to prepare people to emerge stronger in the post-pandemic world 1. Emerge gradually: Some will want to return to “normal,” reenergised and with renewed focus. Others may be exhausted and confused, needing time to process what they have experienced. Some may wonder if they should return at all. Emerging from a profoundly disruptive experience takes time. People need opportunities to integrate and reflect as they begin to adjust their work practices post-pandemic. Identify what to retain and what to discard: It will be important to retain some long-established cultural practices and beliefs, institutionalise others developed in response to the crisis, and discard those no longer fit for purpose. Don’t lose the liminal altogether: The pandemic’s toll will be immense and long-lasting. amid the destruction, however, people and organisations have discovered unexpected strengths and opportunities. Liminality is like that. When the familiar and comfortable are no longer accessible, experimentation and reflection can come to the fore. Liminal experiences are incredibly potent for cultural reinvention. When we all return to more typical ways of working, we should remember that it’s possible to create temporary liminal experiences within our organisations that enable us to step away, reflect, and play with possibility. The biggest lesson: disruption and ambiguity can yield valuable lessons, both personally and organisationally: we are capable of far greater adaptability than we may previously have imagined. The pandemic therefore represents an opportunity to build revitalized organisational cultures, and to emerge collectively stronger from this disruptive time. 2. 3. https://hbr.org/2021/03/how-has-the-past-year-changed-you-and-your- organization?utm_medium=email&utm_source=newsletter_daily&utm_campaign =dailyalert_actsubs&utm_content=signinnudge&deliveryName=DM122660 Laura Empson and Jennifer Howard-Grenville @HelenBevanTweet a year of Twitter slides 2021 March 11th

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34. Ten Jamboard templates to improve learning and interaction in your virtual sessions Thank you Kris Szajner @Kszajner https://ditchthattextbook.com/jamboard-templates/ @HelenBevan a year of Twitter slides 2021: February 7th

35. 15 principles of good service design by Lou Downe Does your service meet these criteria? A good service must: 1. Enable a user to complete the outcome they set out to do 2. Be easy to find 3. Clearly explain its purpose 4. Set the expectations a user has of it 5. Be agnostic of organisational structures 6. Require the minimum possible steps to complete 7. Be consistent throughout 8. Have no dead ends 9. Be usable by everyone, equally 10. Respond to change quickly 11. Work in a way that is familiar 12. Encourage the right behaviours from users and people providing the service 13. Clearly explain why a decision has been made 14. Make it easy to get human assistance 15. Require no prior knowledge to use . @LouDowne https://loudowne.com/2018/06 /14/15-principles-of-good- service-design/ @HelenBevanTweet a year of Twitter slides 2021 Dec 5th