Chefen avgör din framgång

Posted in Aktuellt, Leadership / Ledarskap on May 18th, 2014 by admin

Nio av tio av de största svenska chefstalangerna anser att chefen har betydelse för hur väl man själv lyckas i ett chefsuppdrag. En av dem som tycker så är Eliza Kücükaslan, just utnämnd till framtidens kvinnliga ledare av organisationen Ledarna.

Nio av tio av de största svenska chefstalangerna anser att chefen har betydelse för hur väl man själv lyckas i ett chefsuppdrag. Ensuccess 3 av dem som tycker så är Eliza Kücükaslan, just utnämnd till framtidens kvinnliga ledare av organisationen Ledarna.

Chefsorganisationen Ledarna listar varje år de mest lovande kvinnliga ledarna. Listan toppas i år av Eliza Kücükaslan, tills för en vecka sedan chef inom delvis Kinnevik­ägda Milvik. Milvik säljer under namnet Bima liv-, hälso- och olycksfalls­försäkringar som distribueras via mobiltelefoner, och Eliza Kücük­aslan är landschef i Ghana. Hon håller med om att rätt chef kan vara avgörande.

– Att ha en bra chef är jätteviktigt. Jag hade turen att ha bra chefer tidigt i min karriär som var måna om att höra min åsikt. Det har stärkt mig.
I samband med nomineringarna av de kvinnliga chefstalangerna genomförde Ledarna en undersökning bland dem där hela 55 procent svarade att rätt chef är helt avgörande för att lyckas i det egna chefsuppdraget. Ytterligare 40 procent ansåg att chefen var ganska viktig och endast fem procent angav att chefen inte har någon betydelse.
– En bra chef ska vara resultat­inriktad och ha en öppen kommunikation med sina medarbetare. Vet du var du har din chef och vad som förväntas av dig blir du tryggare i din egen roll, säger Eliza Kücükaslan.

Success 1Hon strävar själv efter att i sitt ledarskap vara både coachande och få medarbetarna att känna sig sedda.
– För mig har det exempelvis varit en självklarhet att försöka lära mig namnen på mina anställda i Ghana, vilket förvånade många där. Jag lyssnar mycket och vill alltid både ge och tar feedback, säger Eliza Kücükaslan.

Hon berättar att i det ghananska arbetslivet är det få som ifrågasätter chefen.
– Få av mina medarbetare vågade först öppna munnen, så min första utmaning som chef var att få folk att prata och komma med kritiska infallsvinklar. Jag betalar dem ju inte för att bara hålla med mig, säger Eliza Kücükaslan.

För henne är det viktigt att i sitt ­ledarskap inte gå in i en ”chefsroll”, utan fortsätta att vara sig själv.
– Då känner medarbetarna att det finns ett genuint engagemang. De blir mer lojala och vi kan utveckla bolaget tillsammans, säger Eliza Kücükaslan som precis lämnat Milvik och nu ska satsa på att fortsätta bygga bolag i Afrika.
– Det vet jag att jag är duktig på, säger hon.

Källa: DN.se, 18 maj 2014
Av:Frida Andersson (frida.andersson@dn.se)
Länk

How true leaders manage their emotions

Posted in Aktuellt, Leadership / Ledarskap on May 17th, 2014 by admin

The other day, a friend of mine shared her story with me about the time she started her first management when she was promoted to manage the team that she had worked on for only two years. She won the promotion over several others who had more experience and tenure at the company.

She found herself faced with the challenge of leading a team of people who now had bruised egos, resentment and jealousy towards her, and several other emotions that prevented them from accepting this transition. She had two options: let herself be driven by ego and impose her new authority onto her them; or try to earn their trust and respect by investing her time and efforts into rebuilding her relationships with each individual member and truly understanding what she could do to make them excited to come into work each day.

LeadershipLast week I posted an article, The Power of an Apology, that sparked hundreds of discussions, both online and offline including this one that I had with her about the importance of emotional intelligence, also known as EQ (emotional quotient).

Emotional intelligence is something that affects all of us, every day of our lives, and in each interaction that we have with others. It is the key to being an effective leader and a critical factor to the quality of both our personal and business relationships. As such, emotional intelligence directly affects our quality of life, level of happiness and degree of self-satisfaction.

Emotional intelligence is the ability to understand and effectively manage one’s emotions. People who have a high degree of emotional intelligence are able to better manage feelings like anger, happiness, insecurity, or fear and are therefore able to react to many situations in a more appropriate and effective manner than those who posses a lower degree of emotional intelligence.

Studies show that as much as 80% of the average person’s success, in both their personal life and career, can be attributed to their level of emotional intelligence. This means that as little as 20% of a person’s success is as a result of their IQ (intelligence quotient or cognitive intelligence).

Because she possessed a high degree of emotional intelligence she understood that she needed to manage her own feelings towards the resistance and animosity of her team before she could effectively work through the numerous challenges that she faced.

Instead of letting her ego dictate her actions and getting angry or frustrated with her team members, blaming them for being difficult, and telling them “how it’s going to be” moving forward, she chose to meet with each of member of her team individually and engage them in meaningful conversations.

She approached each of these meetings with an open mind, in control of her emotions, and with the goal of understanding each team member’s individual perspectives, feelings, hesitations, needs, and motivators.

Here are the steps she took in each of these meetings:

1. First, she reassured each team member that her intent was not to change the personal relationship she had formed with them as their peer in the previous two years, but instead to help them with their continued career success.

2. Next, she asked them questions that helped her understand what they enjoyed most about their roles and working for the company. She tried to get a sense of what made each of them tick.

3. She asked each of them what they felt the company could do better, and how they would implement their suggested improvements. This helped gain their trust because it showed them she cared about improving their work life.

4. She also asked her team about their career and life goals, and about their timelines for achieving those goals and created career development plans to help them stay focused and motivated.

5. She then asked them one of the most important questions any manager could ask: “how would you like to be managed?” This is a question that should be asked by EVERY good manager, because everyone is different and certain management styles work better with certain types of people. She found the right style for each of her team members, which made it easy to lead and inspire them.

6. She followed through on each of the promises she had made to her team, or gave them tangible reasons for why certain things were not possible. She maintained a high degree of transparency and was loved and respected for that.

What happened next was magical.

As a result of her pragmatic approach she earned her team’s trust and succeeded in helping them embrace the management transition. By the end of her second month as their Manager they not only accepted her as their leader, but also respected her and supported her throughout her development in her new role. She continued to grow with that company for 10 years before accepting a role as the Vice President of Sales for a very large international company.

Emotional intelligence is something that takes time, a conscientious effort, and constant practice to develop, but once it becomes habit it makes having meaningful relationships with people, both personal and in business, much easier and more enjoyable.

By: Steven Tulman, 13 may 2014
Link
More reading about Leadership

Smartphones the most-owned device in Nordic Region

Posted in Aktuellt, Digitalisering / Internet on May 15th, 2014 by admin

In the Nordic countries combined—Sweden, Norway, Finland and Denmark—smartphones have surpassed laptops and TVs to become the most-owned device, according to February 2014 polling by Buzzador. However, when the study broke out ownership in each country, it found that smartphone usage in Finland lagged behind, with 82% of internet users in the country owning such a device, compared with at least nine in 10 in the other three countries.

Instead, respondents in Finland were more likely to own traditional media, such as televisions and radios, and nearly twice as likely as those from Sweden, Norway and Denmark to pick up old-school cellphones to make calls.

CellpNo matter their ownership levels, smartphone users across the Nordic countries showed similar frequency of usage. An average 58% of smartphone owners in the region had their device within reach at least 20 hours per day, with 57% in Sweden, 60% in Norway, 58% in Finland and 59% in Denmark saying so.

Around eight in 10 internet users in the Nordic countries reported using social media at least daily—and smartphones played a huge part in that, with around three-quarters of consumers in Sweden (77%), Norway (76%) and Denmark (74%) saying they had used their smartphones on the day of polling to access social media—the most popular response in each country.

Once again, Finland trailed, with respondents preferring computers to log on to social, cited by 75%; however, nearly two-thirds did report using a smartphone to access social networks, and Buzzador noted that as smartphone ownership in Finland rises, logging on to social via such devices should also catch up to the other Nordic countries.

Despite smartphones seeing higher ownership levels than more traditional devices in the Nordic region as a whole, as well as high social media usage, internet users in the region were still far more likely to trust traditional advertising. Around one-third said they trusted ads on mobile phones, and three in 10 said the same for those on social networks. In comparison, 71% trusted ads in newspapers, 68% trusted magazine ads and around three in five trusted ads on TV or the radio.

Source: Emarketer.com, 15 May 2014
Link

Så blir jobbmötet effektivt

Posted in Aktuellt, Allmänt on May 12th, 2014 by admin

Ha ett tydligt syfte och mål. Men framför allt – tänk igenom om det över huvud taget behövs ett möte. Det är receptet för att få till en effektivare möteskultur på arbetsplatsen.

Ha ett tydligt syfte och mål. Men framför allt – tänk igenom om det över huvud taget behövs ett möte. Det är receptet för att få till en effektivare möteskultur på arbetsplatsen.

30 procent av vår arbetstid går åt till möten, enligt beräkningar från företaget Gr8meetings och analysföretaget 3S. För arbetsledareMeeting 1 och chefer är motsvarande siffra 50–80 procent. I samma undersökning framkom att fyra av tio anser att deras möten saknar tydlig mening och ifrågasättar huruvida mötena egentligen hade behövt äga rum.

Onödiga möten och möten som är ostrukturerade och ineffektiva ­kostar mycket för företaget, och kan göra att de anställdas arbete blir onödigt stressigt.
Hur ska man då göra för att få bukt med en många gånger djupt rotad möteskultur?

Bill Larsten är ansvarig för öppna utbildningar på företaget Conferator, som bland annat håller kurser i hur man får till effektivare möten. Han tror att den ofta starka möteskulturen på svenska arbetsplatser kommer av en vilja inom oss att alltid försöka nå konsensus.
– Det är ju positivt i sig, men det tar tid. Ofta bjuder man slentrianmässigt in till ett möte utan att riktigt ha tänkt igenom varför man ska ha mötet och vilka som ska vara där.

Bill Larstens första råd till mötes­ledare är därför att ifrågasätta mötet.
– Om mötet bara är ett informationsmöte kanske man i stället kan ge informationen via mejl, föreslår han.

Ett andra steg är att identifiera vilken typ av möte som ska hållas. Är det ett möte där beslut ska fattas? Då krävs strama tyglar.
– En tydlig agenda med syfte och mål behövs. Alla behöver vara klara över frågeställningen.

Bland det viktigaste är ­sedan mötets uppföljning.
– Innan man lämnar mötet ska man bestämma vad som är nästa steg. Ett möte ska leda till handling, det ska inte vara någon diskussionsklubb, säger Bill Larsten.

Källa: DN.se, maj 2014
Av: Frida Andersson
Länk
Läs mer på www.3s.se om hur ni kan effektivisera ert mötesarbete här.
Mer om möteseffektivitet och 3S här.

Så mycket tid lägger chefer på möten

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on May 8th, 2014 by admin

En fjärdedel av cheferna lägger 16 timmar i veckan på möten. Det visar en undersökning som tidningen Chef har gjort.

Undersökningen visar att närmare hälften av cheferna tycker att de lägger för mycket tid på möten. En fjärdedel av cheferna går på så många som elva möten i veckan.
meeting A– Det håller på att uppstå en mötesinfarkt, på grund av att vi har så många möten. En vanlig chef har entimmesmöten staplade på varandra. Det går inte att leva så rent fysiskt. Cheferna hinner aldrig förbereda sig eller sammanfatta det senaste mötet. Det skapar stress och frustration, säger Åsa Lindell, konsult inom möteseffektivitet och före detta kommunikationschef på bland annat Lindex och Stena Line till tidningen Chef.

Malin Åkerström som är professor i sociologi vid Lunds universitet och leder forskningsprojektet ”Mötet och den administrativa människan” tror att den stora mängden möten kan vara ett tecken på demokratisering av våra arbetsplatser, men att detta krockar med vår gamla syn på möten och kan leda till förvirring.
– Tidigare hade man möten för att besluta någonting, som exempelvis ett styrelsemöte. Nu fyller möten så många andra funktioner. Ofta träffas man bara för att konstituera sig som grupp, säger hon till tidningen Chef.

Undersökningen visar också att 97 procent av cheferna undviker möten som inte känns meningsfulla och 56 procent uppger att de ibland gör något annat under möten.

Undersökningen gjordes via en webbenkät och sammanlagt deltog 1357 chefer.

Källa: DN.se, 7 maj 2014
Av: Caroline Englund
Länk
Läs mer på www.3s.se om hur ni kan effektivisera ert mötesarbete här.
Mer om möteseffektivitet och 3S här.

High-performing boards: What’s on their agenda?

Posted in Aktuellt, Allmänt, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on May 6th, 2014 by admin

Directors report that they have a greater impact as they move beyond the basics.

Five or so years after the financial crisis, the pressure on boards and directors to raise their game remains acute. A recent survey of more than 770 directors from public and private companies across industries around the world and from nonprofit organizations suggests that some are responding more energetically than others.
The survey revealed dramatic differences in how directors allocated their time among boardroom activities and, most tellingly, in the respondents’ view of the effectiveness of their boards. More than one in four of the directors assessed their impact as moderate or lower, while others reported having a high impact across board functions. So what marks the agenda of a high-performing board?

A hierarchy of practices
Our research suggests that the distinction between higher and lower impact turns on the breadth of the issues directors tackle and on the time dedicated to them. We drilled down to detailed board practices across the functions to which directors devote much of their attention: strategy, compliance, and M&A, as well as performance, risk, and talent management. It appears that boards progress through a hierarchy of practices that’s analogous to Maslow’s hierarchy of needs.

boardDirectors who report having a low to moderate impact said that their boards undertake “the basics” of ensuring compliance, reviewing financial reports, and assessing portfolio diversification, depending on the function. Directors reporting that their boards have a higher impact undertake these activities, as well, but add a series of other practices in every function.

In the area of strategy, for example, this means becoming more forward looking. Boards with a moderate impact incorporate trends and respond to changing conditions. More involved boards analyze what drives value, debate alternative strategies, and evaluate the allocation of resources. At the highest level, boards look inward and aspire to more “meta” practices—deliberating about their own processes, for example—to remove biases from decision.
We observed a similar hierarchy across other board functions. In performance management, for instance, many boards start with a basic review of financial metrics. More involved boards add regular performance discussions with the CEO, and boards at still higher levels of engagement analyze leading indicators and aspire to review robust nonfinancial metrics. In the areas of risk, M&A, and talent management boards follow comparable progressions. (For more, see “Building a forward-looking board.”)

A greater time commitment

Working at a high level takes discipline—and time. Directors who believe that their activities have a greater impact report spending significantly more time on these activities, on average, than those who serve on lower-impact boards. We found that directors reporting that they had a very high impact worked for their boards about 40 days a year, while those who said that their impact was moderate or lower averaged only 19.3

Higher- and lower-impact directors spend the same amount of time on compliance-related activities: about four days a year. By contrast, higher-impact board members invest an extra eight workdays a year on strategy. They also spend about three extra workdays on each of the following: performance management, M&A, organizational health, and risk management
The data suggest that less engaged boards correctly identify the next step up in the hierarchy but underestimate the time it would take to meet this aspiration. When low- to moderate-impact directors are asked how much time they ideally should spend on their duties, they suggested increasing the number of days to 27, from 19. While spending more time can never assure a high impact, even very high-impact directors would increase their commitment to 45 days, from 40.
A final implication of our survey is that CEOs need not fear that a more engaged board may constrain their prerogative to set a company’s direction. Highly committed boards are not spending the extra time supplanting management’s role in developing strategic options. Rather, they are building a better understanding of their companies and industries, while helping senior teams to stress-test strategies and then reallocate resources to support them. Some CEOs find that task to be lonely and difficult when they face internal “barons” who protect their fiefs. In short, engaged boards can still be supportive of management. And the directors serving on them, our research suggests, are not only more effective but also more satisfied with their work.

Source: McKinsey Quaterly, May 2014
By: Chinta Bhagat and Conor Kehoe
Link

Jobbet där tatueringar inte är OK

Posted in Aktuellt, Allmänt on May 6th, 2014 by admin

Stora tatueringar blir allt vanligare. Men har du alltför iögonfallande bilder på kroppen kan det stänga dörren för vissa jobb, åtminstone kan du tvingas dölja konstverken väl.
tatoo1
På SAS kommer du aldrig att se en tatuering på någon som serverar ditt flygplanskaffe. Det är inte tillåtet för personal som jobbar utåt mot passagerare.
– Nej, inga synliga tatueringar eller piercingar. Vi har uniformsregler som beskriver hur SAS ska framstå, och då gäller att man inte har symboler eller tatueringar som passagerare skulle kunna ha en negativ uppfattning om, säger Knut Morten Johansen, företagets presschef.
Även SJ har samma regler för de anställda som möter resenärer på tåg och stationer.
– Den som har en tatuering på armen får ha en långärmad skjorta. Som SJ-medarbetare möter du alla typer av människor, då ska du ha en neutral framtoning, säger Helga Baagøe, SJ:s kommunikationsdirektör.

Inte alla servicebranscher är så strikta. På reseföretaget Ving till exempel är det helt okej att flasha sina tatueringar för gästerna.
– I dag har ju var och varannan tatueringar och våra guider är ofta unga. Men självklart får man inte ha tatueringar som kan upplevas stötande, säger informationschef Magdalena Öhrn.

I USA har armén nyligen skärpt reglerna för var och hur soldater får tatuera sig. Det är till exempel hädanefter förbjudet med tatueringar i nacken och på huvudet.

Inom svenska försvaret finns däremot ingen skriftlig policy, och alltså inget generellt förbud.
– Man får göra en bedömning från fall till fall. Det får inte vara något kränkande eller sexistiskt som strider mot våra värderingar, säger Philip Simon, presschef på Försvarsmakten.

Även polisen i Sverige får uttrycka sin personlighet genom att gadda sig.

Inom både vården och restaurangbranschen är piercingar och andra synliga smycken bannlysta.
– Smycken, klockor och armband ska lämnas hemma. Men det är en hygienfråga. Tatueringar finns det inget förbud mot inom vården, säger Cecilia Sandahl, presschef på Vårdförbundet.

Källa: DN.se, 5 maj 2014
Länk

Secrets of Leadership Success

Posted in Aktuellt, Leadership / Ledarskap on May 6th, 2014 by admin

Key leadership success secrets set the great leaders apart from the so-so leaders in today’s organizations. Leadership style is learned from mentors, learned in seminars and exists as part of a person’s innate personal leadership skill set developed over years, and existing possibly, from birth. Nature or nurture is a question often asked about leadership. I answer, “yes,” because I believe the combination of natural leadership skills and nurture through leadership development defines your leadership style.

Working from personal experience and research, I will define the characteristics of leadership that make great leaders. I envision a series of interlinked articles, each of which focuses on one aspect of leadership.

SL 1Leadership differs from management and supervision although some people and organizations use the terms interchangeably. While the definitions of the terms differ, an individual may have the ability to provide all three.
•Supervision means that an individual is charged with providing direction and oversight for other employees. The successful supervisor provides recognition, appreciation, training and feedback to reporting employees.

•Management means to conduct the affairs of business, to have work under control and to provide direction, to guide other employees, to administer and organize work processes and systems, and to handle problems. Managers monitor and control work while helping a group of employees more successfully conduct their work than they would have without her. A manager’s job is often described as providing everything his reporting employees need to successfully accomplish their jobs. One famous quote from Warren Bennis, Ph.D. in On Becoming a Leader distinguishes management from leadership: “Managers are people who do things right, while leaders are people who do the right thing.”

•While a supervisor and a manager may also exhibit leadership skill or potential, true leaders are rare. This is because the combination of skills, personality and ambition essential to leadership are difficult to develop and exhibit. According to Don Clark, on his excellent leadership resource, Big Dog’s Leadership Page, Bernard “Bass’ theory of leadership states that there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are:
•Some personality traits may lead people naturally into leadership roles. This is the Trait Theory.
•A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory.
•People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory.”

The Transformational Leadership Theory is the one I believe is correct for most leaders today. This belief forms the basis for my thinking about leadership.

The Key Leadership Trait
The first, and most important characteristic, of a leader is the decision to become a leader. At some point in time, leaders decide that they want to provide others with SL 2vision, direct the course of future events and inspire others to success. Leadership requires the individual to practice dominance and take charge. If you choose to become a leader, whether in your workplace, community or during an emergency, the discussion of these characteristics will help you formulate the appropriate mix of traits, skills and ambition. Successful leaders choose to lead. Unlike Keanu Reeves as Neo in 1999’s smash hit, The Matrix, you get to decide whether you are “the one.” The first characteristic of a leader is Choice – leaders choose to lead.

Source:Humanresources.about.com
By: Susan M Heatfield
Link