Are you a leader or a manager?

Posted in Aktuellt, Leadership / Ledarskap on June 11th, 2013 by admin

The terms leadership and management are often used interchangeably, but there is a huge difference between a leader and a manager.

Leaders aren’t always managers and vise versa. It is a rare individual that is both of these things. They have very different skill sets, both critical to success at a high-growth business. Understanding who your leaders are and who your managers are will help you create an organizational structure that not only addresses core business functions and needs but also morale and culture, which are equally if not more important. It will also help you identify where there might be gaps or people in the wrong “seats on the bus,” to quote Jim Collins.

Leaders have a unique ability to rally employees around a vision. Because their belief in the vision is so strong, employees will naturally want to follow them. Leaders also tend to be willing to take risks in pursuit of the vision.

Managers, on the other hand, are more adept at executing the vision in a very systemic way and directing employees on how to do so. They can see all of the intricate moving parts and understand how to make them harmonize. Managers are usually very risk-adverse.

Deep down, a lot of entrepreneurs are leaders and not managers. I’m one of those. I don’t think that I manage well, and if I had to focus solely on that it would be extremely painful for all involved. Conversely, if a manager is expected to lead a company, that company will be managed into a nice, tidy grave.

It’s true that some managers can inspire and some leaders can systemically execute, but these are not their core strengths. For a start-up, the entrepreneur really has no choice but to be both leader and manager, which is usually okay since it’s probably just him/her and one or two others. Understanding which you are will help you make important, early choices about whom you need to grow that complement your strengths and ensure the success of your business.

Source:, June 2014
Author: Curt Richardson
About the author: OtterBox founder and CEO Curt Richardson created the first prototype of a waterproof case in his garage in the early ’90s. OtterBox evolved into a leader in protective cases for mobile technology.
More about leadership and leadership development here.

Kundbemötande i bottenklass …

Posted in Aktuellt, Customer care / Kundvård on June 9th, 2013 by admin

Hur ska SAS överleva när man fortfarande har personal som beter sig så här?

Torsdag morgon kl. 05.20, incheckningsdisken Arlanda terminal 5 med Eurobonus guldkort, Barcelonaresa med SAS.

JM – Godmorgon
Personalen (man) (P) – Tom blick

JM – Godmorgon (igen)
P – Fortfarande tom blick och inte ett ord Jag lägger fram leg och SAS Guldkort JM – Två personer till Barcelona tack. En väska att checka in.
P – Tom blick men tar mitt leg

P – Vart ska du resa?
JM – Jag sa just att vi ska till Barcelona.

P – Reser du själv?
JM – Nej, vi är två

P – Något bagage att checka in?
JM – Fortfarande en väska …
P – Tom blick ….

JM – Tung morgon?
P – Fel dag att arbeta på …
JM – Eller kanske fel person att arbete på denna position?
P – Du kan ju prova själv så får du se …

Man slutar aldrig att fascineras över hur vissa personer helt saknar all form av servicekänsla. Och än mer förvånande, hur någon kan sätta dem i den här typen av jobb. Och att det överhuvudtaget är möjligt att SAS år 2013 kan låta den här typen av människor arbeta i en för det personliga bemötandet så viktig position.

Google = världens största mediaföretag!

Posted in Aktuellt, Digitalisering / Internet on June 7th, 2013 by admin

Google är överlägset det största medieföretaget i världen. Det visar en ny rapport från Zenith Optimedia som listat världens 30 största medieföretag beräknat på annonsintäkter.

Enligt rapporten är Google överlägset störst, på andra plats kommer den amerikanska tv-koncernen Directv. I den senaste rapporten, från 2010, låg Google på andra plats och Directv på första plats, men nu har alltså de två bolagen bytt plats. Och sökjätten har dragit ifrån rejält. 2011 omsatte Google hela 37,9 miljarder dollar, vilket motsvarar runt 266 miljarder kronor, samtidigt hade Directv annonsintäkter på 27,2 miljarder kronor, eller 191 miljarder kronor.

Facebook som inte ens slog sig in på topp-30-listan 2010 landar på en 27:e plats med 3,2 miljarder dollar, omkring 23 miljarder kronor, i intäkter.

Rapporten visar också att Google ensamt suger åt sig hela 49% av de globala medieinvesteringarna på internet.

Källa:, 7 juni 2014

Don’t settle for less when it comes to personal motivation

Posted in Aktuellt, Leadership / Ledarskap on June 6th, 2013 by admin

When Susan Fowler, David Facer, and Drea Zigarmi first developed Optimal Motivation™ they thought they would face an uphill battle convincing managers and organizations to adopt a fresh approach to motivation in the workplace. That’s why they were so surprised when people embraced it immediately.

As Fowler shares, “We came into this thinking that we had to sell people on a new paradigm of motivation. So a large part of our design was focused on explaining the new science and rationale behind it. What we’re finding is that people don’t need convincing; they know in their heart of hearts what is right.”

What Fowler and her team discovered is that people have a longing for this information. They have a deep seated yearning for a different way of approaching their work.
“When people heard about it, they told us, ‘Yes! I knew in my heart that this was true but I never had a way to express it.'”

What is this yearning?
Fowler explains that there are six basic Motivational Outlooks that people bring to work—three that are suboptimal—Disinterested, External, and Imposed—and three that are optimal—Aligned, Integrated, and Inherent.

Each of the three suboptimal outlooks has its costs, says Fowler.
A Disinterested Motivational Outlook is where you just don’t care, and you are going through the motions. This may seem like a neutral position at first but it is really giving away a piece of your soul.
“People recognize that they don’t want to give up a vast majority of their waking time to work that isn’t interesting to them. And people know in their core as human beings that this is not what they are about. So they are yearning for something that has meaning.”

An External Motivational Outlook is where people justify their actions for an external reward—money, incentives, power, or status. But even if they rationalize doing something in exchange for some form of external reward, they are selling out.
As Fowler explains, “What people begin to realize is that winning to gain status over someone else or trading time for money feels empty. The end might seem to justify the means, but they’re getting beat up by the means. After a while it’s hard to get out of bed every morning and it’s hard to have any kind of sustained vitality or energy.”

Imposed is the third suboptimal Motivational Outlook. With this outlook, behavior is driven by fear, shame, or guilt. People with this motivation are afraid of disappointing others, including themselves and their own expectations. That takes a toll physically, mentally, and emotionally.
“Not looking out for the emotional well-being of our people hurts individuals and organizations in terms of increased illness, stress and disability claims—not to mention the opportunity losses of productivity and creativity,” explains Fowler.

The search for a higher quality of motivationSurprisingly, when the Optimal Motivation authors talk with people about how they are motivated on their current tasks and responsibilities, people recognize right away that much of it falls into the Disinterested, External, or Imposed Motivational Outlook.

And that’s when people also realize the amount of emotional labor they have been using to constantly self-regulate—finding ways to avoid feelings of pressure, stress, anger, disappointment, guilt, or shame. “So we are naming what people are yearning for and giving them a way to meet the needs that they have. We are teaching people a way to have a higher quality of life where they don’t have to use as much emotional labor. We are giving them skills around that.”

The process begins by understanding that people have three psychological needs—Autonomy, Relatedness, and Competence. And the degree to which you are able to fulfill these three needs directly correlates to feelings of well-being and corresponding positive behaviors.
“If you have clarity on what you value—for example, a life purpose, or a work purpose—and if you understand what brings you joy and what you love to do, then you have a higher quality of life and well-being. You may still require some emotional labor from time to time to self-regulate, but it is emotional labor that you’re willing to do because you see how it is related to higher quality motivation.”

Unhealthy alternatives
You can also use the same process to begin to identify what constantly creates a need for reframing. In Fowler’s experience, it can be a particular system in the organization, or a particular work relationship and the way you go about dealing with a person.
“We spend inordinate amounts of time just overcoming our feelings of being imposed upon, or just overcoming the emptiness that comes from external motivation. It’s like we are using all of our emotional labor on low-level tasks just to muck around with low-level motivation.
“That might help us cope but it’s not helping us experience the energy, vitality, or sense of positive well-being that comes with higher levels of motivational outlook. Those come from mindfulness, developed values, and a noble purpose, for example.
“Developed values means spending your time and money on what you truly value. It’s being purposeful about it and living what you value. If you’re not, you get caught in a suboptimal Motivation Outlook at work where you’re doing it for the money or you’re doing it so you don’t feel guilty.”

In Fowler’s experience, when people don’t find authentic replenishments, they often turn to unhealthy ones. That’s when you find yourself overeating, over-drinking, or engaging in other unhealthy behaviors.
“That’s why people often appear so needy. If your Relatedness needs are not being met at work—and they’re probably not—you’re going to find yourself making dumb choices outside of work, hanging around people who are not good for you, or engaging in other unhealthy or unproductive behavior.

Subtle, but equally damaging
There’s been a lot of brain research recently that shows people’s reward centers light up when they experience some of these external rewards, but it’s important to remember that just because it lights up, that doesn’t mean that it’s a good thing says Fowler.

Yes, striving for perks and promotions may keep you motivated for a while, but at what cost? People driven primarily by external motivators don’t achieve the sustainable flourishing and positive sense of well-being that you get with higher levels of motivation.
“People know better,” says Fowler. “I remember one person who realized that they were driven by external rewards and when one of those rewards was threatened, the person even said, ‘I don’t feel good about myself in insisting upon this, but I want it just the same.'”

Take the conversation to a higher level
“You never want to be the one encouraging a person’s need for external rewards—even when their brain lights up. Don’t settle for motivational models that try to find other ways to manipulate or trick people into giving more. Why not take the conversation to a different level? ”

As a leader, you need to think beyond that. How could you make it their choice? How could you help them understand the higher purpose in building relationships? How can you build additional competence? Shifting to an Optimal Motivational Outlook is always more fulfilling than just achieving the next external reward.
“Optimal Motivation is attracting organizations who want to lead at a higher level and they see this as a paradigm shift for being able to do that. That’s the message I really want to get out there!”

Source: Ignite Newsletter, Ken Blanchard Companies, June 2013
Read more about leadership and leadership development here and executive coaching here

Hur blir man en toppsäljare?

Posted in Aktuellt, Allmänt on June 5th, 2013 by admin

Vi hade Stefan Sebö som morgongäst hos oss på 3S i morse. Stefan berättade om hur han, med drygt 30 års erfarenhet av försäljning, säljutveckling och personlig utveckling, ser på vad som krävs för att bli en “toppsäljare”.

Jag kan varmt rekommendera Stefan och hans bok “Sälj som en Toppsäljare”!

Mer information om Stefan här.

Three words that will transform your career

Posted in Aktuellt, Allmänt on June 5th, 2013 by admin

Every time you encounter another person, think: help this person. It’s not altruistic. Nothing else can so quickly supercharge your career and improve the quality of your life.

When you walk into Starbucks for a coffee, think help this person about the barista who serves you. Instead of being frustrated that he isn’t moving fast enough, see if you can make him smile. Better yet, tell him to keep the change.

When the phone rings on a busy day, don’t get frustrated by the interruption. Think help this person while you answer the phone. Doing so will change your demeanor, your thought process, and the entire interaction.

If you have a subordinate who isn’t pulling her weight, instead of criticizing her, every time you see her think help this person. This doesn’t mean let her slide, or ignore her shortcomings. It means help her either improve her skills or find a position better suited to her strengths. But don’t just brush her aside; really help her.
But wait a minute – I know what some of you are thinking. What about the people who take credit for other people’s work? What about the rich and powerful who have gotten that way by crushing others? Doesn’t their success prove me wrong?

Not at all. Sure, there are some people who take the exact opposite strategy. But it takes real skill and focus to succeed by being evil, and most of us just don’t have the fortitude to pull it off. For those of us with a soul and a heart, the only real choice is to succeed by helping others.

By first thinking help this person, you will change the ways that others perceive you. There is no faster or more effective way to change your interactions and relationships. You will be viewed as a positive, constructive, helpful and dependable person. People will think you are more perceptive, attentive and understanding.

That’s why this way of thinking is not altruistic; it is selfish, in the best sense of the word. The single best way to help yourself is to always be looking for ways to help other people. Sure, you’ll be making the world a better place, and in the course of your life you will help many thousands of people. But don’t do it because you ought to, or because it’s the “right” thing to do.

Think help this person because you’re selfish, and proud of it.

Source:, 5 June 2013
Writer: Bruce Kasanoff
Information about the writer

Surfa snabbt! Mobilen mer avgörande än val av operatör!

Posted in Aktuellt, Allmänt, Digitalisering / Internet on June 4th, 2013 by admin

Vill du surfa snabbt är det viktigare att välja rätt mobil än rätt operatör. Läs Hans Arbams intressanta artikel i DN här nedan eller via länken längst ner på sidan:

En bra mobiltelefon kan vara 15 gånger bättre att surfa med än en långsammare modell, visar den första stora jämförelsen mellan smarta telefoner i Sverige. ”Det är mer avgörande vad du väljer för telefon än för operatör för att få en bra uppkoppling”, säger Rickard Dahlstrand på Bredbandskollen.

DN har tidigare avslöjat att smarta telefoner i snitt är 20 procent sämre att ringa med än de äldre mobiltelefonerna. Nu kan vi, med statistik från Bredbandskollen, berätta hur snabba de 50 vanligaste smarta telefonerna är att surfa med.
– Vi kan visa att det finns stora skillnader i hastighet mellan olika smarta mobiler, säger Rickard Dahlstrand, ansvarig för Bredbandskollen på .SE (Stiftelsen för Internet-infrastruktur).

Sammanställningen baseras på närmare 1,2 miljoner tester som svenska användare gjort med Bredbandskollens appar för Iphone och Android-telefoner mellan januari och april 2013.
– Det är stor skillnad på att göra tester i verkligheten. Telefoner kan ha fenomenala värden i labbmiljö, men betydligt sämre när man faktiskt använder den, säger Rickard Dahlstrand.

Resultatet visar på avsevärda skillnader mellan olika telefonmodeller. Den bästa telefonen är drygt femton gånger bättre än den sämsta.
Båda telefonerna råkar vara av märket Samsung.
– Till detta finns en logisk förklaring. De billigare telefonerna under tusenlappen stöder bara hastigheter upp till 7,2 Mbit/s och operatörerna har abonnemang med många olika hastigheter, säger Andreas Norberg, produktchef för mobiltelefoner i Norden på Samsung.

Som grafiken här intill visar är skillnaden i snitthastighet mellan 3G- och 4G-telefonerna mycket stor. Samtliga 13 telefoner i topp på listan är 4G-telefoner.

Alla stora tillverkare utom Apple har modeller representerade bland de tio bästa telefonerna och surfplattorna.

Apples olika Iphonemodeller sprider ut sig över hela fältet vad gäller snitthastighet.
Iphone 3Gs ligger till och med i bottenskiktet.

Iphone 5, som med plats 13 placerar sig högst av telefonerna från Apple, är visserligen en 4G telefon, men bolaget har inte valt att anpassa telefonen för de svenska 4G-näten.
– Jag skulle bli mycket förvånad om inte Apple fixar en Iphone som är anpassad för de svenska 4G-frekvenserna senast detta år, för då hamnar de långt efter sina konkurrenter, säger Rickard Dahlstrand.

DN har utan resultat sökt Apple i Sverige för en kommentar.

En snabb koll på visar att telefonerna i toppskiktet kostar från ungefär 3 500 kronor och uppåt. En av de billigare telefonerna i sammanställningen kan man just nu köpa för cirka 499 kronor. Generellt kan man säga att du får det som du betalar för, men som konsument är det svårt att få reda på vilken prestanda för datatrafik de olika telefonmodellerna har.
– Visst, det är en utmaning för oss och butikerna. Båda måste bättra sig, säger Andreas Norberg på Samsung.

Och från butikshåll ser man gärna ett bättre underlag för att kunna informera sina kunder på ett bra sätt.
– Vi skulle välkomna att det blir enklare att jämföra både hårdvara och abonnemang, säger Jonny Malmlöf som är pr-chef hos mobiltelefonåterförsäljaren Phonehouse.
Svenska Post- och telestyrelsen och motsvarande regleringsmyndigheter i de övriga nordiska och baltiska länderna har nu vänt sig till EU-kommissionen för att få till stånd ett EU-gemensamt märkningssystem för mobiltelefonernas mottagaregenskaper.
– Som konsumenter har vi i dag svårt att göra ett informerat val av telefon med bra mottagaregenskaper. Detta val skulle underlättas om EU tog initiativ till en gemensam märkning, säger PTS generaldirektör Göran Marby.

Källa:, 4 juni 2013
Författare: Hans Arbam (
Hela listan på hur snabba olika mobiltelefoner är