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Sexual harassment is against the law, but that doesn’t stop it happening. Josie Irwin offers her tips on recognising sexual harassment in the workplace and how to intervene effectively as a manager.

As a manager, you want to take responsibility for the health and wellbeing of your team. The NHS Health and Wellbeing Framework can help. Alan Lofthouse explains how to navigate the framework and start making a difference for your team – and for yourself.

Managers in the NHS are working under unique pressure. Rachel Cashman explains how, to sustain the high performance being demanded of them, managers and their team need to feel psychologically safe, supported and encouraged to learn from each other.

After two years of relentless pressure, many NHS operational managers are tired, fed-up and ready to leave their vital jobs. We talk to some who are determined to stick it out and are reaching out to support each other.

Eleanor recently joined the NHS as a senior manager at an acute trust in England. She’s full-time but has flexible hours and works from several locations, including home.

Hazel has been working flexibly for more than 20 years. After the birth of her first child, she considered putting her career on hold altogether, but “I didn’t think I’d have the confidence to go back after 20 years bringing up the kids,” she says.

Workers increasingly see flexible working as the norm, but it has proved notoriously hard to implement in the NHS. We assembled a panel of experts to discuss how the NHS can overcome the obstacles to offer people the flexible and attractive careers they want.

Teams of doctors from different specialisms working shifts together helped the Countess of Chester Hospital to weather the Covid storm with increased patient satisfaction and better staff engagement. Here's how they did it.

Cheryl Samuels and Dean Royles argue that equality, diversity and inclusion in the NHS are part of a wider social movement for change, in which line managers, leaders and trade union reps have a crucial role to play.

MiP Summit 2021: On day four, Matthew Taylor, Chris Creegan and Geoff Underwood discuss managing change under pressure, motivating people and how managers can be open, honest and even vulnerable in the face of the crisis.

Denying the impact of poor workplace culture is the leadership equivalent of denying climate change. It’s time all leaders took the job of developing a positive, inclusive culture seriously.

England’s uplifting performance at Euro 2020 shows how a culture of openness, honesty and shared purpose can deliver rich results. As managers, we can all learn from the team building skills of Gareth Southgate and his backroom staff.

Our guide to organisational culture is launched today. The guide aims to help you play a full part in creating a healthy workplace culture in your organisation. Find out more and download your copy here.

Homeworking during the pandemic has been a mixed blessing for many women managers. MiP's International Women's Day webinar examined how we can shape the future of flexible working, so it works for women as well as their employers.

This pandemic has seen unprecedented investment in the health and wellbeing of NHS staff. MiP wants to make sure it's one legacy of the crisis.

With many NHS managers are working longer hours with fewer breaks than ever before, here's our quick summary of your working time rights during the pandemic (and after).

With many NHS managers working at home or moving to different roles, Claire Pullar offers her tips on how to protect your health and career during the pandemic and beyond.

NHS managers across the UK are discovering the joys - or horrors - of working from home. While we may be on the cusp of a permanent change to working culture, writes Alison Moore, we’ve seen little consultation or thinking about the long-term benefits and pitfalls.