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Reflecting on our own assumptions and behaviour is the first step towards inclusive leadership, writes Ramima Khanam. By putting ourselves in other people’s shoes and learning from conversations we can help to create more inclusive and productive workplaces.

Resilience helps us to cope with stress and challenges, and promotes engagement and satisfaction at work. But without it, work pressures can damage our emotional and physical wellbeing. Jane Galloway offers her tips on building your own resilience — and that of your team.

Are managers always to blame for the poor working culture in the NHS, or is that just a convenient excuse for politicians who find the root causes of our problems too hard to solve?

A growing army of academics and local leaders say thinking long-term and giving power to local people and staff is the key to saving the NHS and other struggling public services. But are our national politicians listening?

Three-quarters of MiP members say NHS England's new hybrid working policy is more likely to damage productivity than improve it, according to a recent survey. Half say there isn't enough office space for staff to return to the office.

The NHS's enduring tendency to point the finger when something goes wrong can fill clinicians with fear and hamper managers trying to solve problems. We ask why the NHS is still struggling to shake off its blame culture after decades of trying.

The latest NHS Staff Survey showed a modest improvement in staff morale, but found NHS workers were facing record levels of discrimination, and a significant proportion still plan to leave their jobs in the near future.

Meet Your Reps: Proud to be both a manager and a paramedic, new MiP rep Glenn McPeak says he wants to speak up for managers in the ambulance service who feel unsupported, undervalued and under pressure.

North Staffordshire Combined Healthcare could be England’s best trust. Chief executive Dr Buki Adeyemo explains the ingredients for its success: a stable and happy workforce, a listening leadership, ambitious goals and an enthusiasm for innovation.

Burnout is a finally being recognised as a serious problem in the NHS and many other workplaces. But what is burnout, what causes it and how can we prevent it? Rhys McKenzie reports.

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.

Rhys McKenzie reports on MiP’s first ever Reps’ Day, and explains how MiP's growing network of workplace reps supports members and boosts the union’s membership and influence.

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.