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Why is behavioural science important in health? ​The operating manual for a healthy human mind and body is not a simple one. Successful maintenance requires us to make decisions based on uncertain futures, confront fear and embarrassment, and stick to habits often at odds with modern life.

There are lots of different styles of clinical leadership, for example transactional, transformational or situational. There are also lots of roles undertaken by clinical leaders, such as medical director, chief clinical information officer or chief nurse at a clinical commissioning group.​

The joy I had in my work in the 1980s caused me to create Buurtzorg in 2007. We now employ 14,000 people in Holland, and are expanding across the world – including in the UK. The government came to play an important part in our growth in Holland, but not by accident. 

"In a hierarchy every employee tends to rise to their level of incompetence." It was in the late 1960s that Laurence J. Peter introduced us to the Peter Principle in his book ‘The Peter Principle: Why things always go wrong’. His view - people are promoted based on performance in their current role. They eventually rise to a point where they are hopelessly out of their depth. 

Picture, if you will, a typical range of people using NHS services. Who do you see? Perhaps a frail older person, a new mother, an anxious adolescent, an overweight middle-aged man. We can all come up with our own range of stereotypes.

What “something” are our communities missing which would draw people of all ages together and create a societal shift towards civic mindfulness, wellness and productivity?

Are you the same person at work as you are at home? Some? A bit perhaps? This might matter to you immensely, or not at all, but almost all of us would see there being some difference between how we think personally and professionally. Sometimes this is helpful (not everyone needs to know about your Panini sticker fascination), but sometimes it’s not.

Dissemination of research is universally promoted, clung to and agreed upon as vital to policy, practice and all users of research. We also seem to agree unanimously that bridging this gap between health research producers and users is hard.

My grandfather was one of the first NHS surgeons, becoming a consultant ophthalmologist in North Wales in 1948; my father was a consultant physician from the early 1970s. And I'm a consultant of sorts at Kaleidoscope, which is not part of the NHS but functions, we hope, as a benign disruptor in its ecosystem. 

Lobbying in the UK is a £2 billion business, making it the third largest worldwide after the US and Brussels. Most people will have heard about the fossil fuel and tobacco sectors trying, and succeeding to, influence policy through lobbying, but what does it  mean for the health sector?