✝️Aesthetic Femboy🕊️
YouTube#LGR - The Nintendo 64 Thirty Years Later! An LGR Retrospective - https://www.youtube.com/watch?v=BLf1_dWtluI
The Nintendo 64 Thirty Years Later! An LGR Retrospective
Benjamin P. TaylorI’ve been talking with Manjeet Gill about leadership in #localgovernmentreorganisation, part of the RedQuadrant #LGR Hub.
See the full interview here: https://buff.ly/pUyMOqp
#localgovernmentreorganisation #lgr | Benjamin P. Taylor
I’ve been talking with Manjeet Gill about leadership in #localgovernmentreorganisation, part of the RedQuadrant #LGR Hub. One phrase kept coming up for me: shared mindsets before shared structures. That can sound soft, until you’ve seen what happens without it. LGR asks leaders to run today’s council while designing tomorrow’s council. It asks chief executives, leaders, statutory officers and senior teams to defend current services, support staff, hold political tensions, manage partner relationships, design a new authority, and still make credible decisions under scrutiny. Then we wonder why the system starts to creak. Manjeet made the point from direct experience. Leadership capacity isn’t just about whether individuals are capable. It’s about what happens to the leadership system under sustained pressure. - Where do decisions start to slow? - When do heads of service stop getting clarity? - Where does communication narrow just when it most needs to widen? - Where do people start filling the silence with fear? A lot of LGR work goes quickly to the formal machinery: programme boards; workstreams; data requests; target operating models; constitutional arrangements. All needed - but none sufficient! The deeper question is whether the people around the table have moved beyond representing their organisation, their geography, their political pressure, their legacy, their current anxiety. Not abandoning those things. That would be fantasy. But becoming able to hold them while also representing the future council and the people it will serve. That doesn’t happen because someone says 'trust each other' in a workshop. It happens through structured conversations about hopes, fears, priorities, risks, governance, trade-offs and what each partner can offer the others. By creating enough honesty before the system hardens. My worry is that too many places will mistake agreement on structures for readiness to lead together; they aren’t the same thing. And if the leadership system fractures, no programme plan will save it. We’ve built our LGR development offer around this problem: shared mindsets before shared structures, and leadership through transition. The interview is well worth watching! Check out the link below for the full thing.
Benjamin P TaylorI’ve been talking with Manjeet Gill about leadership in #localgovernmentreorganisation, part of the RedQuadrant #LGR Hub.
buff.ly/KapfRVM
See the full interview here: buff.ly/pUyMOqp
buff.ly/KapfRVM
See the full interview here: buff.ly/pUyMOqp
#localgovernmentreorganisation #lgr | Benjamin P. Taylor
I’ve been talking with Manjeet Gill about leadership in #localgovernmentreorganisation, part of the RedQuadrant #LGR Hub. One phrase kept coming up for me: shared mindsets before shared structures. That can sound soft, until you’ve seen what happens without it. LGR asks leaders to run today’s council while designing tomorrow’s council. It asks chief executives, leaders, statutory officers and senior teams to defend current services, support staff, hold political tensions, manage partner relationships, design a new authority, and still make credible decisions under scrutiny. Then we wonder why the system starts to creak. Manjeet made the point from direct experience. Leadership capacity isn’t just about whether individuals are capable. It’s about what happens to the leadership system under sustained pressure. - Where do decisions start to slow? - When do heads of service stop getting clarity? - Where does communication narrow just when it most needs to widen? - Where do people start filling the silence with fear? A lot of LGR work goes quickly to the formal machinery: programme boards; workstreams; data requests; target operating models; constitutional arrangements. All needed - but none sufficient! The deeper question is whether the people around the table have moved beyond representing their organisation, their geography, their political pressure, their legacy, their current anxiety. Not abandoning those things. That would be fantasy. But becoming able to hold them while also representing the future council and the people it will serve. That doesn’t happen because someone says 'trust each other' in a workshop. It happens through structured conversations about hopes, fears, priorities, risks, governance, trade-offs and what each partner can offer the others. By creating enough honesty before the system hardens. My worry is that too many places will mistake agreement on structures for readiness to lead together; they aren’t the same thing. And if the leadership system fractures, no programme plan will save it. We’ve built our LGR development offer around this problem: shared mindsets before shared structures, and leadership through transition. The interview is well worth watching! Check out the link below for the full thing.
Mark Nagi 🤖RE: https://ext.sportsbots.xyz/users/408059312/statuses/2067398795776705012
Bring me back… #LGR
#LGR - Obscure $3,000 Laptop From 1993: Compaq LTE Lite 4/25E - https://www.youtube.com/watch?v=5wv-eSJnRJQ
Obscure $3,000 Laptop From 1993: Compaq LTE Lite 4/25E
tabseLauf gegen Rechts!
Startnummer drucken hätte Organisation gebraucht. Also Edding und Stift. Dezentral. In #Karlsruhe in der brute force solo Variante - ohne Bedauern! Einzel-Trotzköpfe gehören genauso in die freie Welt wie organisierte Massen - im richtigen Moment am richtigen Ort kann ja uch mal Zufall sein.
Los geht's!
Louis AllawayValue that art adds to a city is incredible. This morning walked out to go to the bank, walked back via the library where there was a creative arts festival, band playing outside and stands selling goods of artists. Stuff people don’t notice until it’s gone.
How we can protect this stuff during through local government reorganisation I don’t know, especially considering that the unitaries will have a far greater amount of statutory services and the pressure they are under. Reform to local government income sources? Parish councils and neighbourhood boards? Not sure, LGR is in my opinion, the worst thing that this government (which I am generally positive about) has done, and nobody speaks about its consequences… am I alone in this?
#LGR - Fixing up the classic 1999 Hewlett-Packard Pavilion PC - https://www.youtube.com/watch?v=p9DgpS3DEbk
