Florence Nightingale was one of the pioneers in the use of statistics and infographics in achieving social reform. Florence Nightingale – Infographics Pioneer is Part 3 of The Can-Do Wisdom of Florence Nightingale series and covers the period of her life after the end of the Crimean War up to her death in 1910. It was during this period that she left the legacy for generations to come by using her knowledge and influence to affect lasting change in army health, medical health in India, hospitals, medical statistics and nurse education.
The Can-Do Wisdom of Florence Nightingale – Part 2 examines the brief period of Florence Nightingale’s public life covering her first nursing experience and then as Superintendent of female nurses at the Scutari Military Hospital in Constantinople during the Crimean War. This is where her knowledge and organizational skills, her observations, her leadership, her network of contacts, and her communications abilities were used to ‘get things done’ when others said it ‘couldn’t be done’.
The story of Florence Nightingale’s life is relevant today for men and women who aspire to lead society into a better future. Having been born into wealth she could have followed her obvious destiny to lead a life of luxury and comfort in Victorian England. Instead she chose to use her considerable talents and resourcefulness to bring about lasting change in the world. In this way she is a model of an I Can, I Do leader who inspires We Can, We Do followers.
Vincent ‘Tommy’ Lingiari’s leadership of the Gurindji people at the time of the Wave Hill Station walk-off in 1966 was a major contribution to the Australian Aborigines struggle for justice and land rights.
13 June 1908 – 21 January 1988
For some 60,000 years these people had successfully managed themselves and their land, an area in the upper reaches of what is now called the Victoria River, some 600 kilometers south of Darwin. Then the first white settlers arrived in the 1880s with huge numbers of cattle. The lives of the Gurindji people would never be the same again.Continue reading
There is now a need for wisdom in solving world problems like no other time in our history. Can-Do Wisdom is an easy to understand, holistic framework for changing yourself and for changing the world.Continue reading
Empathy and respect when dealing with criminals is not something the public would normally expect of a police officer. Hardly a week goes by with some public figure is claiming the government is “soft on crime” and demanding a get-tough response. And, spurred on by sections of the media, the majority of the public would seem to agree.
Emotional Intelligence is a key element for successful transformational leadership—the leadership style to use when you aim to lead the way to new business goals.
Today’s marketplace is not asking for just leadership. It is demanding change leadership—even more, transformational change leadership—a new breed of leader for a new breed of change.
The first inkling that Anthony and Christine Foster’s daughter, Emma, might have been a victim of child sexual abuse came after years of Emma’s unexplained psychological issues and self-destructive behaviour had been occurring. It was in February 1996 that Emma’s psychiatrist said to Chrissie, “She’s displaying all the symptoms of someone who has been sexually abused.”
Vale Anthony Foster
If the 2016 Australian eCensus hadn’t been such a disastrous failure most people would not have known that IBM had provided the digital transformation services to the Australian Bureau of Statistics. As a result of the debacle IBM suffered immense reputational damage plus incurred a large payout in compensation to the Australian Government with two senior IBM staff being shown the door.
When Professor John Kotter published his seminal work on leading change there was something unusual about this 197-page book written by an academic; there were no references to other works, nor was there a bibliography.
The centrepiece of the book was an 8-step process for leading change. Kotter didn’t even claim credit for this as he said he gleaned it from observing what successful leaders actually did in transforming their organisations and from other cases that had failed.