"An updated collection of short essays written by Ian Morrison for Hospitals and Health Networks magazine and its online editions. The essays tell important stories that address the current environment and are organized around overarching themes on how to build viable systems in health care finance and delivery. Fans of Ian s incisive Scottish wit will enjoy having these new, updated thoughts and insights in a portable and accessible format. New readers will find his analysis entertaining, irreverent, thoughtful and inspiring." -- publisher.

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Dedication -- Preface -- List of contributors -- Acknowledgements -- Introduction -- 1 Honesty without discrimination -- 2 Community teams: outreach and intervention -- 3 Homelessness and disorder: the challenge of the antisocial and the societal response -- 4 Moving on from the National Service Framework for Mental Health: the social inclusion agenda -- 5 A GP's view: interview with Dr Helen Pelendrides -- 6 Dual diagnosis -- 7 Advocacy: does it really work? -- 8 Prejudice and progress -- 9 Clients as colleagues: part of the path to recovery? -- 10 A personal account: from my life -- 11 Working with young people: 24 hours in the life of The Highfield Family and Adolescent Unit, Oxford -- 12 Creating a small community -- 13 A space for creativity and healing: Artists in Mind and the mental health system -- 14 Enhancing the healing environment -- 15 The Retreat: an alternative perspective from the independent sector -- Index

If your people know you care about them, they will move mountains. Employee engagement and loyalty expert Heather Younger outlines nine ways to manifest the radical power of caring support in the workplace. Here's the thing: most leaders think of themselves as caring leaders, but not all of them act in alignment with what that means for employees. Leaders may not be able to identify the level of care they are extending to their employees, but all employees intuitively know whether their bosses or managers are caring for them. Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first. Genuinely caring for people means that you want to see them succeed for themselves, not just for what they can do for you, your team, or your organization. This book incorporates ten sections with breakout stories and interviews that outline the necessary steps to make all employees feel included and cared for, as well as a call to action for all leaders. Younger states that leaders who have the positive power to change the lives of those they lead shouldn't just want to care for them; they should see it as imperative for the success of their employees and their organization.

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