Har du koll på hur bra din arbetsplats är?

Posted in Aktuellt, Fact Based Management, Leadership / Ledarskap on May 30th, 2013 by admin

Vi på 3S är specialiserade på att designa specialanpassade medarbetarkartläggningar med syftet att skapa ett “affärsdrivande/-utvecklande faktabaserat beslutsunderlag”.

Vad betyder då det? Jo, vi sätter oss in i er affärsmodell, er strategi och era nyckelfrågor för framgång (kort- och långsiktigt). Baserat på detta designar vi er medarbetarkartläggning så att den mäter hur väl er organisation är rustad för att nå de affärsmässiga målen som är uppsatta. Visst, alla vill ha en organisation där medarbetarna är nöjda med så mycket som möjligt. men det vi helst vill att man ska uppskatta är det som i första hand hjälper oss att nå våra affärsmål. Eller hur?

Genom detta arbetssätt har vi nått en position där vi är specialiserade på att hjälpa företag med en “ledande ambition” och vi har erfarenhet av uppdrag i över 70 länder.
Vill du veta mer om hur vi kan hjälpa er att förverkliga era strategier mer tids- och kostnadseffektivt än era konkurrenter? Läs då mer här på www.3s.se.

På temat medarbetarkartläggningar – läs gärna mer om vad som verkligen karaktäriserar en “bra arbetsplats” enligt professorerna Rob Goffee från London Business School och Gareth Jones vid IE Business School i Madrid:
Det är allmänt känt att resultat och företagsklimat har ett nära samband. Nu kan två forskare visa på vilka sex villkor en organisation måste uppfylla för att kunna beskrivas som en ”drömorganisation”. Det är Rob Goffee, professor i organisationsbeteende vid London Business School och Gareth Jones, gästprofessor vid IE Business School i Madrid, som har varit i kontakt med hundratals chefer och företagsledare världen över för att låta dem beskriva en ideal organisation. Testa hur bra din arbetsplats är och få reda på var det kan behöva läggas tid och resurser på förbättring.

Chefer och företagsledare är sedan länge väl medvetna om de stora fördelar ett bra företagsklimat har, något som många studier också bekräftar. Bland annat visar forskning från en av världens största organisationskonsultbyråer att engagerade medarbetare är i genomsnitt 50 procent mer benägna att överträffa förväntningarna än de oengagerade. Företag med engagerad personal är också 54 procent bättre på att kunna behålla sina anställda än de med oengagerad personal, 89 procent bättre i kundnöjdhet, och fyrfaldigt bättre när det kommer till intäktstillväxt. Samtidigt säger ny forskning från London Business School att anställda som känner att de kan vara sig själva på jobbet uppvisar stort organisatoriskt engagemang, goda individuella prestationer och en stor benägenhet att hjälpa andra.

För en tid sedan publicerade Rob Goffee och Gareth Jones sina resultat på Harvard Business Review ansedda hemsida. Svaren skilde sig ganska mycket åt beroende på olika omständigheter, såsom vilken bransch organisationen var aktiv inom samt cheferna och företagsledarnas individuella positioner och ambitioner. Men bakom skillnaderna hittade Goffee och Jones sex gemensamma villkor cheferna och företagsledarna, oberoende av varandra, hade enats kring. Drömorganisationen ska:

1. Uppmuntra individuella skillnader
2. Varken undanhålla eller förställa information
3. Tillföra värde till de anställda, snarare än att bara utvinna det från dem
4. Stå för något meningsfullt
5. Se till att själva arbetet i sig är givande
6. Inte ha några onödiga regler

Villkoren kan låta närmast självklara. Vem skulle inte vilja jobba på ett ställe som hart ett sådant klimat? Det är dock få, om några, organisationer besitter alla sex villkoren och kan med rätta sägas vara en ”drömorganisation”. Förklaringen kan vara att flera av villkoren strider mot traditionella metoder och invanda mönster. Andra villkor kan bli både komplicerad kostsamma att genomföra. Och nästan alla kräver ett ledarskap som noga balanserar konkurrerande intressen och ständigt är redo att ompröva var de lägger tid och resurser.

Drömorganisationen kanske mest ska ses som något att sträva efter snarare än som ett konkret mål. Goffee och Jones resultat blir då en utmaning: en metod för ledare och organisationer som syftar till att skapa den mest produktiva och givande arbetsmiljö möjligt. Nedan följer ett test där du kan testa hur nära din organisation är idealet. Det kan fungera som hjälp att lokalisera vilka delar av organisationen som kan behöva förbättras.

Drömorganisationstestet
Bocka av varje påstående som stämmer in på dig och organisationen du jobbar inom. Ju fler bockar du har, desto närmare du drömorganisationen.

Låter mig vara mig själv
☐ Jag kan vara samma person på jobbet som jag är hemma.
☐ Jag känner mig bekväm med att vara mig själv på jobbet.
☐ Alla i organisationen uppmuntras att säga sin mening.
☐ Även de som tänker annorlunda avancerar i organisationen.
☐ Känslouttryck uppmuntras, även om det kan leda till konflikt.
☐ Mer än en personlighetstyp får plats i organisationen.

Berättar för mig vad som verkligen händer
☐ Alla får höra hela historien.
☐ Information tillrättaläggs inte.
☐ Det anses inte vara illojalt att framföra kritik.
☐ Min chef vill höra även dåliga nyheter.
☐ Ledningen vill höra även dåliga nyheter.
☐ Det finns många kommunikationskanaler att använda sig av.
☐ Jag känner mig fullständigt bekväm med att signera, även kritiska, kommentarer jag gör.

Upptäcker och förstorar mina styrkor
☐ Jag ges möjlighet att utvecklas.
☐ Varje medarbetare ges möjlighet att utvecklas.
☐ De bästa i branschen vill jobba på företaget/i organisationen.
☐ De svagaste länkarna erbjuds en väg till förbättring.
☐ Ersättning fördelas rättvist i hela organisationen.
☐ Vi skapar värde för oss själva genom att addera värde till andra.

Gör mig stolt att jobba i organisationen
☐ Jag vet vad organisationen står för.
☐ Jag värdesätter vad organisationen står för.
☐ Jag vill överträffa mig själv i mina nuvarande arbetsuppgifter.
☐ Vinst är inte organisationens övergripande mål.
☐ Jag vill åstadkomma något värdefullt.
☐ Jag gillar att berätta för folk var jag jobbar.

Gör mitt arbete meningsfullt
☐ Mitt jobb är meningsfullt för mig.
☐ Jag förstår varför mina arbetsuppgifter behöver göras.
☐ Mitt arbete ger mig energi och glädje.
☐ Jag förstår hur mitt jobb hänger ihop med resten av organisationen.
☐ Alla arbetsuppgifter i organisationen är nödvändiga.
☐ Alla i organisationen drar åt samma håll.

Hindrar mig inte med onödiga regler
☐ Organisationen är överblickbar.
☐ Reglerna är tydliga och tillämpas lika för alla.
☐ Jag vet anledningen till bestämmelserna.
☐ Alla vet anledningen till bestämmelserna.
☐ Organisationen har ingen onödig byråkrati.
☐ Fackkunskap respekteras.

Källa: Talarforum.se, 30 maj 2014
Länk

Are you a manager or a leader?

Posted in Aktuellt, Leadership / Ledarskap on May 30th, 2013 by admin

The Difference Between Managers and Leaders

It’s time to face the music as a manager: You don’t always have all of the right answers. Your “it’s my way or the highway” approach to management isn’t going to encourage anyone to help you in your problem solving endeavors.

Managers and leaders are often referred to synonymously, but only leaders allow their employees to solve problems with their own insight. The truth of the matter is this: Every leader may not be a manager, but every manager should be a leader. It’s easy to see that leadership and management aren’t the same thing, but a manager who lacks effective leadership traits will drive a business into the ground faster than you can count to 10.
Change doesn’t happen overnight when it comes to transforming managers into leaders. It takes time and energy to improve the way you manage and utilize more leadership characteristics on a daily basis.

Here are some tips to help you make the necessary improvements:
1. Managers give answers, leaders ask questions.
There’s nothing certain to turn your employees against you faster than shouting orders at them. Why not spare yourself the impending resentment and simply ask your employees this: “What would you do?” or “What do you think of this idea?” Allowing people to participate in the decision-making process will not only transform what could have been an order into something more easily swallowed–it also inspires creativity, motivation, and autonomy.

2. Managers criticize mistakes, leaders call attention to mistakes indirectly.
It may seem more efficient to point out your employees’ mistakes directly, but this will only leave them feeling embarrassed and frustrated. You should really be giving them the chance to learn and grow from through your critiques. Instead, give your employees the chance to address their mistakes.
For example, say a project was sent to a client and you receive back a disgruntled message. Calmly ask your employee about the clients concern and whether they feel what was provided was on par. This will give them a chance to provide their input, while also improving for the future.

3. Managers forget to praise, leaders reward even the smallest improvement.
Praise pays off when it comes to increasing the overall success of your company. Finding time to recognize your employees for even the smallest accomplishment will only increase their interest in what they do. If you’re interested in ensuring your employees take pride in all that they do, regular feedback and recognition is certain to do the trick. Everyone wants to be genuinely appreciated for their efforts.

4. Managers focus on the bad, leaders emphasize the good.
This really comes down to seeing the cup half empty or half full. If you’re only willing to point out the flaws of a project or an employee, you’re not giving them much interest in learning or improving. Instead, create a sandwich effect. Start with some form of praise, follow with the criticism, and end with praise.

5. Managers want credit, leaders credit their teams.
Managers who lack leadership abilities are always first to take credit. But effective leaders understand the importance of crediting their teams for the big wins. This pays off in the long run for creative a workplace with a more positive company culture and employees who are driven toward more successes as a team.

Management shouldn’t be approach through force, but rather through influence. Put these techniques in place to improve the way your employees perform.

What do you think? Do you ask questions instead of giving answers?

Source: Linkedin.com, 30 May 2013
Link
Author: Ilya Pozin
About the author: Founder of Ciplex. Columnist for Inc, Forbes & LinkedIn. Gadget lover, investor, mentor, husband, father, and ’30 Under 30′ entrepreneur.
Other posts by Ilya here
More about leadership and leadership development here

Motivating people: Getting beyond money

Posted in Aktuellt, Fact Based Management, Leadership / Ledarskap on May 29th, 2013 by admin

The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.

Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. We think they should. Numerous studies1 have concluded that for people with satisfactory salaries, some nonfinancial motivators are more effective than extra cash in building long-term employee engagement in most sectors, job functions, and business contexts. Many financial rewards mainly generate short-term boosts of energy, which can have damaging unintended consequences. Indeed, the economic crisis, with its imperative to reduce costs and to balance short- and long-term performance effectively, gives business leaders a great opportunity to reassess the combination of financial and nonfinancial incentives that will serve their companies best through and beyond the downturn.

A recent McKinsey Quarterly survey2 underscores the opportunity. The respondents view three noncash motivators—praise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forces—as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options (exhibit). The survey’s top three nonfinancial motivators play critical roles in making employees feel that their companies value them, take their well-being seriously, and strive to create opportunities for career growth. These themes recur constantly in most studies on ways to motivate and engage employees.

It’s not about the money
Three nonfinancial incentives are even more effective motivators than the three highest-rated financial incentives.
There couldn’t be a better time to reinforce more cost-effective approaches. Money’s traditional role as the dominant motivator is under pressure from declining corporate revenues, sagging stock markets, and increasing scrutiny by regulators, activist shareholders, and the general public. Our in-depth interviews with HR directors suggest that many companies have cut remuneration costs by 15 percent or more.

What’s more, employee motivation is sagging throughout the world—morale has fallen at almost half of all companies, according to another McKinsey survey3 —at a time when businesses need engaged leaders and other employees willing to go above and beyond expectations. Organizations face the challenge of retaining talented people amid morale-sapping layoffs that tend to increase voluntary turnover over the medium term. Often, top performers are the first to go. Strong talent management is critical to recruit new ones from, for example, the financial sector, who have been laid off from their employers or feel disenchanted with them.

Yet while 70 percent of organizations have adjusted their reward-and-motivation programs during the past 12 months or plan to do so, relatively few have gone beyond the direct management of costs. Two-thirds of the executives we surveyed cited cost reductions as one of the top three reasons for the changes; 27 percent made changes to increase employee motivation; and only 9 percent had the goal of attracting new talent. Regional differences were striking. Forty-five percent of the respondents in developing markets, where economies have proved more robust, cited employee motivation as a key reason for modifying incentives, compared with only 19 percent in the United States and Western Europe, where the crisis hit hardest.

Even though overall reliance on financial incentives fell over the past 12 months, a number of companies curtailed their use of nonfinancial ones as well. Thirteen percent of the survey respondents report that managers praise their subordinates less often, 20 percent that opportunities to lead projects or task forces are scarcer, and 26 percent that leadership attention to motivate talent is less forthcoming.

Why haven’t many organizations made more use of cost-effective nonfinancial motivators at a time when cash is hard to find? One reason may be that many executives hesitate to challenge the traditional managerial wisdom: money is what really counts. While executives themselves may be equally influenced by other things, they still think that bonuses are the dominant incentive for most people. “Managers see motivation in terms of the size of the compensation,” explained an HR director from the financial-services industry.

Another reason is probably that nonfinancial ways to motivate people do, on the whole, require more time and commitment from senior managers. One HR director we interviewed spoke of their tendency to “hide” in their offices—primarily reflecting uncertainty about the current situation and outlook. This lack of interaction between managers and their people creates a highly damaging void that saps employee engagement.

Some far-thinking companies, though, are working hard to understand what motivates employees and to act on their findings. One global pharmaceutical company conducted a survey that showed that in some countries employees emphasized the role of senior leadership; in others, social responsibility. The company is now increasing the weight of engagement metrics in its management scorecard so that they are seen as core performance objectives. One biotech company has reframed the incentives issue by putting the focus on “recognition” instead of “reward” in order to inspire a more thoughtful discussion about what motivates people.

The top three nonfinancial motivators our survey respondents cited offer guidance on where management might focus. The HR directors we spoke with, for example, emphasized leadership attention as a way to signal the importance of retaining top talent. When one global pharma company’s CEO was crafting corporate strategy this year, he convened several focus groups of talented managers to generate ideas about how to create more value for the business. With the same aims, a leading beverage company asked every executive committee member to meet with the critical people in their own product groups.
“One-on-one meetings between staff and leaders are hugely motivational,” explained an HR director from a mining and basic-materials company—“they make people feel valued during these difficult times.” By contrast, our survey’s respondents rated large-scale communications events, such as the town hall meetings common during the economic crisis, as one of the least effective nonfinancial motivators, along with unpaid or partially paid leave, training programs, and flexible work arrangements. While communication is critical, attempts to convey messages about the state of the business often have some spin, one HR director told us.

A chance to lead projects is a motivator that only half of the companies in our survey use frequently, although this is a particularly powerful way of inspiring employees to make a strong contribution at a challenging time. Such opportunities also develop their leadership capabilities, with long-term benefits for the organization. One HR director in the basic-materials industry explained that involvement in special projects “makes people feel like they’re part of the answer—and part of the company’s future.” A leading company from the beverages industry, for example, selected 30 high-potential managers to participate in a leadership program that created a series of projects designed and led by the participants. “Now is the time to swim upstream and invest more in our high potentials,” said the HR director, when launching the program this year.

With profitability returning to some geographies and sectors, we see signs that bonuses will be making a comeback: for instance, 28 percent of our survey respondents say that their companies plan to reintroduce financial incentives in the coming year. While such rewards certainly have an important role to play, business leaders would do well to consider the lessons of the crisis and think broadly about the best ways to engage and inspire employees. A talent strategy that emphasizes the frequent use of the right nonfinancial motivators would benefit most companies in bleak times and fair. By acting now, they could exit the downturn stronger than they entered it.

Source: McKinsey Quaterly, November 2009
Authors:Martin Dewhurst and matthew Guthridge
About the authors: Martin Dewhurst is a director in McKinsey’s London office, where Matthew Guthridge is an associate principal and Elizabeth Mohr is a consultant.
Link
Read more about leadership related topics here

Four leader behaviors that build or break trust

Posted in Aktuellt, Leadership / Ledarskap on May 28th, 2013 by admin

There are two ways that leaders break trust with their people. The first is dramatic—a leader betrays a confidence, engages in self-serving behavior, or has a serious moral or ethical lapse. This type of breach usually ends up being very public—and once it occurs, the only remedy is damage control.

The second way that leaders break trust with people is more common, happens slowly, and usually is obvious to others but unknown to the leader. A pattern of behavior—often well-intentioned—will result in the leader undermining their credibility with their people. This type of trust-busting behavior is fixable, but only if a leader can identify the situation early and take steps to correct it.

In his new book, Trust Works!: Four Keys to Building Lasting Relationships, best-selling business author Ken Blanchard tackles this type of trust-busting behavior head on. Together with his coauthors Cynthia Olmstead and Martha Lawrence, Blanchard recommends that leaders evaluate their behavior in four key areas.
• Able—do you demonstrate competence and skills?
• Believable—do you act with integrity?
• Connected—do you care about others?
• Dependable—do you maintain reliability?

In Blanchard’s experience, leaders who are perceived as untrustworthy usually have an undermining behavior in one of these four areas. In Trust Works!, Blanchard guides readers through a self assessment designed to identify the subtle ways that leaders might be unintentionally self-sabotaging their relationships.

Self assessment is just the starting point
Once the self assessment is complete, Blanchard recommends that leaders ask the people they work with—both colleagues and direct reports—to assess their behavior in the same four areas. This is an important second step for two reasons, according to Blanchard.

One, it gives leaders an outside assessment of their behaviors from the people who are most impacted. This can be a real eye-opener for them, according to Blanchard.
“Many leaders inadvertently break trust by being unaware of how their behavior might be perceived by others. Even though you, as a leader, might consider your actions trustworthy, you may be surprised at how those same behaviors are being interpreted by others.”

Blanchard had exactly this type of experience when he asked his team to evaluate him in the four areas. While he was pleased to discover that his staff scored him well in the first three areas—Able, Believable, and Connected— they felt he could do better in the Dependable category.

This brings up an important second point that Blanchard likes to make. Trust is a sensitive issue for most work teams, especially when a leader is involved. On most teams, trust issues are rarely discussed, even when they are evident to everyone.

That’s what made the Blanchard team’s experience so unusual. Having data around the four areas of trust gave Ken and his team a place to start a conversation. It created a safe space to talk about the components of trust and made it less emotional. This allowed them to discuss the issue openly and pinpoint the behaviors that were causing the problem.

In Ken’s case, the problem stemmed from his reluctance to say “no” to people. He loved new ideas, was always willing to give things a try, and wanted to say “yes” to people whenever possible. His intentions were good.

Utilizing the four-component ABCD model allowed the team to look at some of the behaviors that flowed from that mindset. They discovered that by saying “yes” so often, Ken ended up over committing, which sometimes led to disappointment and hurt feelings when commitments couldn’t be honored.

Working together, the team was able to devise a new approach. In addition to helping Ken not to over commit, the team also devised a strategy where Ken now hands out his executive assistant’s business cards instead of his own. This allows his executive assistant to check his schedule and set expectations appropriately.
The discussion and subsequent workaround did the trick. In the course of a few months, Blanchard saw his scores on being Dependable soar!

Rebuilding broken trust
For leaders who have created a serious breach of trust with their people, Blanchard has additional advice. In his experience, too many leaders prefer to act as if it didn’t happen, try to justify the mistake, or use hierarchy and status to make the problem go away. This is exactly the wrong approach.

A healthier and more productive approach that Blanchard recommends involves five key actions.
1.Acknowledge and Assure —begin the rebuilding process by addressing and acknowledging that a problem exists. As you acknowledge the problem, assure the other party that your intention is to restore trust between the two of you and that you’re willing to take the time and effort to get the relationship back on track.
2.Admit — the next step is to admit your part in causing the breach of trust. Own up to your actions and take responsibility for whatever harm was caused, even if you don’t feel you’re entirely at fault. Admit to your part in a situation.
3.Apologize — the third step in repairing damaged trust is to apologize for your role in the situation. This takes humility. Avoid making excuses, shifting blame, or using qualifying statements. These will only undermine your apology.
4.Assess — invite feedback from the other party about how they see the situation. Use the ABCD Trust Model to identify the behaviors that have damaged the relationship. Next, discuss the issues and identify clearly what needs to change.
5.Agree — the final step in rebuilding damaged trust is to work together to create an action plan. Now that you have identified each other’s perceptions and have identified the specific ways that trust has been broken, you can mutually identify the behaviors that will build trust going forward.

This approach worked well for Blanchard in his discussions with his team and it will work for your teams as well. For leaders, this means being open, candid, and vulnerable.
As Blanchard explains, “Building trust is important in all relationships, but it’s particularly important when you hold a position of authority. If you’re a leader, you can afford many kinds of mistakes, but the one thing you can’t afford to lose is trust. By practicing behaviors aligned with the four core elements of trust, you’ll not only set a healthy example, you’ll also inspire enthusiasm and success in those who follow you.”

Source: Ken Blanchard Companies, April 2013
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Would you like to learn more about building trust in your organization? Then join Ken Blanchard Companies for a free webinar!
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Do you want to get a Fact Based view on the status of the leadership in your organisation? Read more here.

It´s all about successful ledarship!

Posted in Aktuellt, Leadership / Ledarskap on May 21st, 2013 by admin

Manchester United’s Longtime Boss Retires

When Sir Alex Ferguson waved to the crowd at a stadium just outside Birmingham (U.K.) this Sunday, he was ostensibly saying goodbye to the most distinguished coaching career in the history of professional soccer, but in reality he was bringing down the curtain on one of the great displays of leadership in the past quarter of a century.

Alex Ferguson took over the role of Manager of Manchester United when Ronald Reagan was in the White House, Margaret Thatcher lived at 10 Downing Street, Deng Xiaoping was undoing the calamity of the Cultural Revolution and Cristiano Ronaldo was just starting to cut his teeth. In the annals of American sports, Ferguson’s accomplishments dwarf those of Vince Lombardi who coached the Green Bay Packers for nine years, or John Wooden who led the UCLA basketball team for 17 years. (In top-level American sports only Mike Krzyzewski’s run at Duke is longer.) Ferguson’s 27 year run at the helm outstrips Steve Jobs’ 14-year reign as CEO of Apple or Andy Grove’s 11 years as CEO tenure of Intel.

When it comes to business, Manchester United and, for that matter, every other high-profile soccer club, are tiny concerns. (Manchester United’s revenues are about one third of one percent of Apple’s). Yet the challenge of transforming a rotting entity (which was Manchester United’s condition in the mid 1980s) into a winning franchise that has lasted for more than two decades – especially under the phosphorous glare of the media – is a task accomplished by very few leaders of any sort of organization.

The performance of most soccer managers is closely correlated with the amount of money that team owners lavish on players. Most managers, just like people who “actively manage” mutual funds, don’t outperform their comparable indices. Not so with Ferguson who wracked up a record, accumulated over four decades, that for his fellow managers will seem like an unsurpassable bogey.

Ferguson arrived at Old Trafford, Manchester United’s home, after spending 30 years as a player and manager of three clubs in Scotland (East Stirlingshire, St Mirren and Aberdeen.) He inherited a team of dissolutes and a club that had not won a significant trophy in many years. By the time he retired, Manchester United had won 38 pieces of what the British commentators so charmingly refer to as “silverware” – including 13 premier league titles, and two European championships – and the stadium had been expanded to accommodate over 76,000 fans.

Ferguson is part radical (he was a trade union leader in his younger days), longtime supporter of the Labour party (he was close to Tony Blair) but also has a deep belief in conservative virtues – application, hard work and loyalty. He says, “I’m a tough bugger but I’m a fair bugger,” and that he is. Raised in Govan, which at the time was one of the world’s great shipbuilding venues, his childhood was spent in a milieu, still marked by the strict rationing of World War II, outside toilets and no televisions or telephones. It’s far removed from today’s multi-racial Britain where every boy expects to own a pair of cleats and has a Facebook account.

Ferguson is a man of subtlety and charm (even though soccer referees and league officials with puffed-up feathers have frequently been on the receiving ends of explosive tirades). He is enormously curious, a wonderful raconteur (with a trove of stories drawn from a life spent with characters brimming with testosterone) and a man of great kindness. His interests extend far beyond soccer and encompass political history, British art (including the great mid-century painter, Stanley Spencer), wine (especially some of the more rarified French varietals) and the breeding of racehorses.

Like all great leaders, Ferguson has led an unbalanced life built upon an unquenchable desire to win. For him, everything revolved around soccer, which has become a year round activity. Daily practice, scouting missions, match preparations, romancing of young players (and their parents), negotiating with agents and sparring with the press (an increasingly tiresome task for Ferguson). In hotel rooms his television was always tuned to soccer and, no matter what he was doing, he was keeping an eye on a competitor. His winning ways came not from the match-day appearances but from studious application conducted far from public view. Consistent, relentless preparation was the foundation on which his record stands. It’s no coincidence that he had a special fondness for players who would put in extra time at practice.

Under Ferguson, Manchester United was an organization that spoke with one voice. It was a voice of authority, drawn from years of experience. In his case, it was expressed in a style of attacking soccer and a refusal to dwell on setbacks. Many of his victories came in the final minutes of nail-biting games with squads taught that nothing is impossible.

Though Ferguson made his share of big money signings, he knew that great organizations are built from within. It’s no accident that several of Manchester United’s best players of the last 20 years have been schooled within the club since they were in their early teens. Ferguson had a knack for improving and tuning these apprentices. The prime example is Ryan Giggs, signed at the age of 14, and still playing a quarter of a century later. For the youngster, Ferguson was The Guvn’r, the Boss, the Gaffer, the Paterfamilias and, for many players, the Father figure they never had. The approach at Manchester United stands in stark contrast to other clubs in the Premier League, where mega-stars have been assembled by the hasty application of oodles of money from Oligarchs or Emirs.

While Ferguson, like all great leaders a part-time psychologist, knows how to minister to the insecure, chivvy the slackers, enhance the strong and tend to the mercurial, there has never been any confusion that club, team and organization comes before the needs of any individual. Hence the expulsions of David Beckham (who had too much of an affinity for make-up), Cristiano Ronaldo (who had a yearning to play in Madrid) and Roy Keane, the longtime club captain, who, incidentally, bears a striking resemblance to Iran’s Mahmoud Ahmadinejad and had made 326 appearances for the club, before making the fatal mistake of making derogatory comments about some teammates. The latest head-on-the-block is Wayne Rooney, the barrel-chested Liverpudlian, whose infatuation with himself has been too much for Ferguson.

All the while Ferguson had to deal with the unpredictability of outside stakeholders. About eight years ago, an ugly spat with some Irish racehorse breeders, who owned about a third of the Club, resulted in its sale to the Glazer family of Miami. At the time, Manchester United was a publicly traded company with healthy profits. The Glazers, who operate their own down-market version of the buyout business, have since sucked out over $1 billion dollars to either pay interest on the debt beneath which they buried the club or pocket for themselves. This dwarfs the total amount Ferguson has spent on buying players during his entire time at the Club.

Ferguson left the field on Sunday with his team as strong – and young – as ever: the best bequest that anyone can leave a successor. He had already encouraged United fans to support his successor in tough times as well as good. Like Ferguson, Manchester United’s new manager, David Moyes, is a hardened Scot whose heavy accent sometimes makes him just as difficult to understand.

Meantime, Manchester City, who with the exception of their Championship winning season in 2012, have long operated in United’s shadow just appointed a new Manager. Brian Kidd will be the 19th Manager appointed at Manchester City during Ferguson’s time at Old Trafford. In his younger days, Kidd was a United Player. He then spent a decade serving as Assistant Manager to the man whose ghost will always be in the dugout — Alex Ferguson.

Photo: Richard Heathcote/Getty Images

Source: Linkedin.com, 21 May, 2014
Author: Michael Moritz
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Allt fler ser fördelarna med en coach / mentor

Posted in Aktuellt, Leadership / Ledarskap on May 16th, 2013 by admin

Med snart 15 års erfarenhet av såväl Excutive Coaching som Mentorskap kan jag konstatera att behovet ökar år från år. Allt fler, både företag och enskilda chefer, ser värdet i detta stöd. Allt med syftet att få en ytterligare “pay-off” på sin kompetens.

I takt med att kraven succesivt skruvas upp blir det “allt mer ensamt på toppen”. Denna känsla, i kombination med att det blir allt mindre individuell påterkoppling på sitt ledarbeteende ju högre upp i organisationen man kommer, är en bidragande orsak till det ökade intesset för coaching.

Vill Du veta mer om hur jag arbetar med coaching är du välkommen att kontakta mig här för en första förutsättningslös diskussion.

Ta gärna del av enna intressanta artikel om mentorskap från Svenska dagbladet:

”Det finns ett behov av att prata om svårigheter och problem”

Efter snart 40 år på toppen har styrelseproffset Gunnar Brock blivit mentor. Nu fungerar han som bollplank åt yngre kolleger vid internationella storbolag – och deras samtal rör sig ofta långt bortanför företagens resultat- och balansräkningar.
–Vi talar mycket om mänskliga beteenden och hur man bemöter olika situationer i sitt yrkesliv. Hur man ska relatera till andra människor helt enkelt, säger han.

Intervjun avbryts redan innan den kommit igång. Ett avtal kräver en snabb underskrift, och vi får tillfälligt sällskap i det avskilda konferensrummet på World trade center i Stockholm. Gunnar Brock är fortfarande en upptagen man.

Det har gått nära 40 år sedan hans karriär började på Tetra Pak 1974. Sedan dess har han haft en rad tunga styrelseuppdrag. Men nu har han också tagit sig an ett nytt uppdrag – rollen som mentor.

När den europeiska mentorsorganisationen Chairman Mentoring International, CMI, etablerade sig i Norden för två år sedan fick han frågan om han ville vara med och stötta styrelseledamöter och vd:ar vid större internationella bolag. Och tre adepter – eller mentees – har valt att ha just Gunnar Brock som mentor. Han stöttar och kommer med olika infallsvinklar till menteens problem. Ett intressant och viktigt uppdrag, där personkemin blir helt avgörande för huruvida arrangemanget fungerar, menar han.
– Samtalen leder långt och kan också röra privata frågor. Då vill man ju inte diskutera med någon som man saknar förtroende för.

Mentorsuppdraget är avlönat, och löper under minst ett år. Parterna hinner träffas flera gånger, och mentorn ska då vara beredd på att bli förtrolig.
– Jag tror det finns ett behov hos många att prata avslappnat konfidentiellt om svårigheter och problem, relationer till chefer och annat man kan uppleva jobbigt. Det kan också handla om balans mellan arbete och privatliv. Jag har ju lärt mig en hel del genom åren, och det är viktigt att man kan dela med sig av sina egna erfarenheter, säger Gunnar Brock.

Relationen mellan mentor och menteen ska vara strikt privat, så någon risk för att företagshemligheter ska sippra ut finns inte. Gunnar Brock är mycket bestämd på den punkten. Han berättar om den gången en professor hörde av sig, för att i forskningssyfte få sitta med under ett mentorssamtal – som en fluga på väggen.
– Det sa jag absolut nej till för det angår ingen annan vad vi två diskuterar.

Själv har Gunnar Brock aldrig haft en formell mentor. Han menar att det inte fanns något liknande när han påbörjade sin karriär. Då fick styrelseledamöter och vd:ar mer eller mindre klara sig själva.
– Nej, när jag började jobba 1974 förekom inte mentorer i de miljöer jag vistades i. Det var mer ”ut och simma” direkt, berättar han.

Genom åren har kolleger emellanåt fått agera bollplank. En del har Gunnar Brock tagit med sig hem till hustrun. Men vissa saker har han också behållit för sig själv – en strategi som inte fungerar för alla.
– Jag har sett kolleger som det gick snett för, och jag undrar i vissa fall om det verkligen hade behövt gå så. Om det funnits någon att tala med kanske saker sett annorlunda ut för dem, säger han.

Efter intervjun är Gunnar Brock på väg till Paris för att träffa en mentee. Mötesplatserna finns i hela världen och adepterna är ofta yngre personer. Men trots ålderskillnaden så har de ofta mycket gemensamt.
– Det är fascinerande för många är yngre och mitt i sin karriär. Saker har förändrats, teknik har förändrats, men när det kommer till beteenden hos människor så är det ju mycket som man känner igen.

Källa: Svd, Karriär, 116 maj 2013
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Percy Barneviks råd …

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on May 14th, 2013 by admin

Jag lyssnade på Percy Barnevik på Handelshögskolan, Stockholm, ikväll (den 14 maj 2013). Här följer några av hans råd:

Om vilka företag kommer att vara framgångsrika framöver:
”Vinnarna är de snabba företagen, inte de stora företagen. Men de man verkligen ska se upp med är de stora företagen som klarar av att vara snabba”.

Om olika typer av medarbetare:
”Det finns två typer av människor. De som producerar resultat och de som producerar ursäkter om varför de inte producerar resultat”

Om sin syn på beslut:
”Sluta älta gamla beslut. Kör på bara! Om det är ett felaktigt beslut är det bara att fatta ett nytt”

Om möten i svenskt näringsliv:

”Möten är hemska tidsförstörare och Sverige är nog i botten av alla världens länder. Det är ett mot vår produktivitet”.

Percy Barneviks tips om hur han brukar effektivisera mötesarbetet:
1. Sätt aldrig av mer än 45 minuter.
2. Var tydlig med syftet med mötet.
3. Led mötet kraftfullt.
4. Avbryt ”långpratare”.
5. Tillåt inte upprepningar.
6. Säkerställ att det finns ett individuellt ansvar vid alla beslut (tillåt inte beslut i enlighet med ”mötet har beslutat”).
7. För att lära folk att komma i tid – Lås dörren när mötet startar!
8. Bär ut alla stolar (”När alla måste stå brukar mötena bli kortare …”)

Och avslutningsvis om att öka sin chefseffektivitet:

”Använd din tid rätt. Kasta 60% av alla uppgifter, delegera 30% och fokusera själv på 10%!”

Vilka är VD:arnas idoler?

Posted in Aktuellt, Leadership / Ledarskap on May 14th, 2013 by admin

Vad har Winston Churcill och Steve Jobs gemensamt? Jo, de är de största idolerna för en viss yrkesgrupp.

När 1 400 vd:ar över hela världen svarar på vilka ledare de beundrar mest toppas listan av den tidigare brittiske premiärministern Winston Churchill. Han följs av den före detta Apple-ledaren Steve Jobs som alltså hamnar på andra plats före Indiens självständighetskämpe Mahatma Gandhi. Detta framkommer i en global undersökning från konsultbolaget PwC.

I undersökningen går det också att se att det är vissa typer av ledare som förekommer mer än andra. Enligt PwC är det vanligt med figurer som går att betrakta som ”krigare” på listan, exempelvis Napoleon och Alexander den store.

PwC menar också att det finns personer som går att klassificera som ”reformister” och här nämner man Jack Welch, tidigare legendarisk chef för det amerikanska megakonglomeratet General Electric.

En annan typ av idoler hos de globala chefer går att hitta bland ledare som lyckats skapa entusiasm hos en stor del av befolkningen. I denna grupp ingår exempelvis Mahatma Gandhi och Nelson Mandela.
I undersökningen nämns totalt 15 kvinnor, enligt PwC. Några av dessa är Angela Merkel, Moder Teresa och drottning Elizabeth I. Den enda som kvalar in på tio i topp-listan är dock den nyss bortgångna före detta brittiska premiärministern Margaret Thatcher.

Källa: SvD Näringsliv, Karriär, april 2013
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Act like a leader before you are one

Posted in Aktuellt, Leadership / Ledarskap on May 13th, 2013 by admin

If you want to become a leader, don’t wait for the fancy title or the corner office. You can begin to act, think, and communicate like a leader long before that promotion. Even if you’re still several levels down and someone else is calling all the shots, there are numerous ways to demonstrate your potential and carve your path to the role you want.

What the Experts Say
“It’s never foolish to begin preparing for a transition no matter how many years away it is or where you are in your career,” says Muriel Maignan Wilkins, coauthor of Own the Room: Discover Your Signature Voice to Master Your Leadership Presence. Michael Watkins, the chairman of Genesis Advisers and author of The First 90 Days and Your Next Move, agrees. Not only does the planning help you develop the necessary skills and leadership presence, it also increases your chances of getting the promotion because people will already recognize you as a leader. The key is to take on opportunities now, regardless of your tenure or role. “You can demonstrate leadership at any time no matter what your title is,” says Amy Jen Su, coauthor of Own the Room. Here are several ways to start laying the groundwork.

Knock your responsibilities out of the park

No matter how big your ambitions, don’t let them distract you from excelling in your current role. Focus on the present as much as — or more than — the future. “You still have to deliver results in your day job,” says Jen Su. Adds Maignan Wilkins: “You always need to take care of today’s business so that nobody — peers, direct reports, or those above you — questions your performance.” That’s the first step to getting ahead.

Help your boss succeed

“You have to execute on your boss’s priorities too,” says Watkins. “Show her that you’re willing to pick up the baton on important projects.” Maignan Wilkins also suggests you “lean more towards yes than no” whenever your boss asks you to help with something new. Find out what keeps your manager up at night and propose solutions to those problems.

Seize leadership opportunities, no matter how small
Make sure your “let me take that on” attitude extends beyond your relationship with your boss. Raise your hand for new initiatives, especially ones that might be visible to those outside your unit. “This will give others a taste of what you’ll be like in a more senior role,” says Maignan Wilkins. It doesn’t have to be an intense, months-long project. It might be something as simple as facilitating a meeting, offering to help with recruiting events, or stepping in to negotiate a conflict between peers. You might find opportunities outside of work, too. You can sit on the board of a local nonprofit or organize your community’s volunteer day. “These activities send the signal that you aspire to leadership potential,” Watkins says.

Look for the white space
Another way to prove your potential is to take on projects in the “white space.” These are problems that others aren’t willing to tackle or don’t even know exist. “Every organization has needs that nobody is paying attention to, or people are actively ignoring,” Maignan Wilkins says. For example, you might be able to identify a customer need that isn’t being met by your company’s current product line, and propose a new one. Or you could do a quick analysis of how much a specific change would save the company. When you take on a task that no one else is willing to do, you make yourself stand out.

Don’t be a jerk
There’s a fine line between being ambitious and acting like you’re too big for your britches. “Don’t try to exert authority when you don’t have it,” says Watkins. Practice what he calls “steward leadership”: focus on what your team wants to accomplish instead of putting yourself first. Jen Su recommends “humble confidence,” showing appropriate modesty in your role, while having the self-assurance to know that you will rise to the next level.

Be cautious when sharing your ambitions
It’s appropriate to raise your ambitions with your manager if you have a trusting, solid relationship, but frame them in a way that focuses on what’s best for the company. Jen Su suggests you lay out your accomplishments for the past year and then ask something like, “As we look further out, where do you see me continuing to make a contribution?” Watkins warns that these conversations shouldn’t come off as being all about you. Instead, engage in a two-way conversation with your boss. If you have the kind of boss who may feel threatened by your aspirations, it’s better to keep your ambitions quiet and prove your potential.

Find role models
Look for people who have the roles you want and study what they do — how they act, communicate, and dress. “Pick someone at the next level, someone similar to you, and find a way to work with them,” says Watkins. Volunteer for a committee they’re spearheading or offer to help with one of their pet projects. Identify behaviors that you can emulate while being true to yourself. “You don’t want to fake it,” says Maignan Wilkins. It might also help to study people who are stuck in their careers as examples of what not to do, Watkins says. Are they clumsy politically? Do they disrespect the lines of authority? Do they fail to make connections between departments?

Build relationships
There’s an old adage, “It’s not who you know, it’s who knows you.” When you’re evaluated for a promotion, it’s unlikely your boss will sit in a room alone and contemplate your potential. She’ll rely on others to assess your ability, which means you need supporters across the organization — people who are aware of the work you’re doing. “If you find yourself walking down the hall with the most senior person at your company, be prepared to answer the question, ‘So what are you up to?'” Maignan Wilkins says, “Don’t take lightly any interactions that may seem informal. Treat every situation as an opportunity to demonstrate the value you bring to the organization and your knowledge of the business.”

Principles to Remember
Do:
•Look for every opportunity to demonstrate your leadership potential, at work and outside the office
•Support your boss in reaching her goals
•Find people in positions you aspire to and study what makes them successful

Don’t:
•Let your ambitions distract you from doing your current job well
•Exert authority where you don’t have any — use influence to prove your leadership chops
•Openly discuss your ambitions — it’s safer to take a “show, don’t tell” approach

Case study #1: Focus on solving problems, not getting promoted
In late 2010, after ten years at Citi, Heather Espinosa was promoted to managing director. She reached this executive position by continuously challenging herself — and by making the most of each of her previous roles. “I’ve never been concerned with my title. When I thought an assignment was a stretch, I took it,” she explains. “When I applied for my previous position, the job carried the title ‘project manager.’ But after my first conversation with the manager, I knew it was a position that would require complex leadership skills and challenge me, so I accepted the job.”

In each role, Heather embraced additional responsibilities without being asked. “I make an effort to volunteer and raise my hand where I see a need. I started taking on the responsibility of managing director with the hope that if I performed well, the title would come.” And her bosses have always respected this approach. “I rarely walk into my manager’s office and say I want to talk about my career or my next promotion. I walk in and say here’s a problem and here’s how we might address it,” she says.

Case study #2: Take any leadership opportunity you can get
Mike Subelsky, the co-founder and CTO at Staq, a tech start-up that makes software for digital advertising companies, spent most of his early career in roles with lots of responsibility, but not much authority. “I held a number of positions where I felt I had a great deal of influence, but I was never the one calling the shots,” he says.

Still he worked hard, hoping to someday move up the ladder. “I’ve always tried to be the kind of employee that the boss never has to worry about,” he explains. He focused on doing the best he could in whatever role he had, and always raised his hand for projects. He also looked for opportunities to exercise leadership outside of the office. In 2004, he started a nonprofit in Baltimore. “It was a great laboratory,” he says. “It allowed me to practice being a leader.”

Then, last year, he and his partner co-founded Staq. All of Mike’s preparation had paid off. In fact, the company received $1 million in seed funding this past month. “I always knew I wanted to be where I am now: I am hiring employees and creating a wonderful place to work.”

Source: Harvard Business review, 2 May 2013
Author: Amy Gallo
More information about the author here
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Please feel free to contact me if you want to discuss leadership development (contact information here)

15 things you should give up to be happy

Posted in Aktuellt, Allmänt on May 11th, 2013 by admin

Here is a list of 15 things which, if you give up on them, will make your life a lot easier and much, much happier. We hold on to so many things that cause us a great deal of pain, stress and suffering – and instead of letting them all go, instead of allowing ourselves to be stress free and happy – we cling on to them. Not anymore. Starting today we will give up on all those things that no longer serve us, and we will embrace change. Ready? Here we go:

1. Give up your need to always be right
There are so many of us who can’t stand the idea of being wrong – wanting to always be right – even at the risk of ending great relationships or causing a great deal of stress and pain, for us and for others. It’s just not worth it. Whenever you feel the ‘urgent’ need to jump into a fight over who is right and who is wrong, ask yourself this question: “Would I rather be right, or would I rather be kind?”Wayne Dyer. What difference will that make? Is your ego really that big?

2. Give up your need for control
Be willing to give up your need to always control everything that happens to you and around you – situations, events, people, etc. Whether they are loved ones, coworkers, or just strangers you meet on the street – just allow them to be. Allow everything and everyone to be just as they are and you will see how much better will that make you feel.
“By letting it go it all gets done. The world is won by those who let it go. But when you try and try. The world is beyond winning.” Lao Tzu

3. Give up on blame
Give up on your need to blame others for what you have or don’t have, for what you feel or don’t feel. Stop giving your powers away and start taking responsibility for your life.

4. Give up your self-defeating self-talk
Oh my. How many people are hurting themselves because of their negative, polluted and repetitive self-defeating mindset? Don’t believe everything that your mind is telling you – especially if it’s negative and self-defeating. You are better than that.
“The mind is a superb instrument if used rightly. Used wrongly, however, it becomes very destructive.” Eckhart Tolle

5. Give up your limiting beliefs about what you can or cannot do, about what is possible or impossible

From now on, you are no longer going to allow your limiting beliefs to keep you stuck in the wrong place. Spread your wings and fly!
“A belief is not an idea held by the mind, it is an idea that holds the mind” Elly Roselle

6. Give up complaining
Give up your constant need to complain about those many, many, maaany things – people, situations, events that make you unhappy, sad and depressed. Nobody can make you unhappy, no situation can make you sad or miserable unless you allow it to. It’s not the situation that triggers those feelings in you, but how you choose to look at it. Never underestimate the power of positive thinking.

7. Give up the luxury of criticism
Give up your need to criticize things, events or people that are different than you. We are all different, yet we are all the same. We all want to be happy, we all want to love and be loved and we all want to be understood. We all want something, and something is wished by us all.

8. Give up your need to impress others
Stop trying so hard to be something that you’re not just to make others like you. It doesn’t work this way. The moment you stop trying so hard to be something that you’re not, the moment you take of all your masks, the moment you accept and embrace the real you, you will find people will be drawn to you, effortlessly.

9. Give up your resistance to change
Change is good. Change will help you move from A to B. Change will help you make improvements in your life and also the lives of those around you. Follow your bliss, embrace change – don’t resist it.
“Follow your bliss and the universe will open doors for you where there were only walls” Joseph Campbell

10. Give up labels
Stop labeling those things, people or events that you don’t understand as being weird or different and try opening your mind, little by little. Minds only work when open. “The highest form of ignorance is when you reject something you don’t know anything about.” Wayne Dyer

11. Give up on your fears
Fear is just an illusion, it doesn’t exist – you created it. It’s all in your mind. Correct the inside and the outside will fall into place.
“The only thing we have to fear, is fear itself.” Franklin D. Roosevelt

12. Give up your excuses
Send them packing and tell them they’re fired. You no longer need them. A lot of times we limit ourselves because of the many excuses we use. Instead of growing and working on improving ourselves and our lives, we get stuck, lying to ourselves, using all kind of excuses – excuses that 99.9% of the time are not even real.

13. Give up the past
I know, I know. It’s hard. Especially when the past looks so much better than the present and the future looks so frightening, but you have to take into consideration the fact that the present moment is all you have and all you will ever have. The past you are now longing for – the past that you are now dreaming about – was ignored by you when it was present. Stop deluding yourself. Be present in everything you do and enjoy life. After all life is a journey not a destination. Have a clear vision for the future, prepare yourself, but always be present in the now.

14. Give up attachment
This is a concept that, for most of us is so hard to grasp and I have to tell you that it was for me too, (it still is) but it’s not something impossible. You get better and better at with time and practice. The moment you detach yourself from all things, (and that doesn’t mean you give up your love for them – because love and attachment have nothing to do with one another, attachment comes from a place of fear, while love… well, real love is pure, kind, and self less, where there is love there can’t be fear, and because of that, attachment and love cannot coexist) you become so peaceful, so tolerant, so kind, and so serene. You will get to a place where you will be able to understand all things without even trying. A state beyond words.

15. Give up living your life to other people’s expectations
Way too many people are living a life that is not theirs to live. They live their lives according to what others think is best for them, they live their lives according to what their parents think is best for them, to what their friends, their enemies and their teachers, their government and the media think is best for them. They ignore their inner voice, that inner calling. They are so busy with pleasing everybody, with living up to other people’s expectations, that they lose control over their lives. They forget what makes them happy, what they want, what they need….and eventually they forget about themselves. You have one life – this one right now – you must live it, own it, and especially don’t let other people’s opinions distract you from your path.

Source: World Observer, may 2013
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