Nyckeln till att leva längre!

Posted in Aktuellt, Allmänt on February 29th, 2016 by admin

Variation nyckeln till elastiska tiden

I dag har vi 24 extra timmar på oss, skriver Maria Lindholm, reporter på Di Weekend, i en krönika.

I dag är det skottdag, det extra dygnet var fjärde år för att vi inte ska förskjuta årstiderna med vår tideräkning.
”En obetald arbetsdag” knotar några. Men hur väl uppfattar du egentligen en vardag? För många är de så lika varandra att veckan bara flödar förbi.

ladda ned (12)Amerikanske David Eagleman, forskare i neurovetenskap och bästsäljande författare, har intresserat sig i just varför vi uppfattar tiden som olika snabb. Varför till exempel när man utsätts för en plötslig livshotande fara känns det som att tiden går oerhört långsamt?

Eagleman konstruerade ett skrämseltest – släppa människor i fritt fall på 45 meter ner i ett nät. Varje testperson bar en mätare på armen som blinkade fram siffror i olika takt, vissa så snabbt att man i lugnt tillstånd inte uppfattar dem. Personerna ombads titta på siffrorna under fallet. Hade de då registrerat de snabbare siffrorna hade det bevisat att de hade upplevt tiden långsammare. Resultatet var nedslående. Ingen hade sett siffrorna bättre under sin nära-dödenupplevelse.

Däremot visade det sig att när de fick uppskatta hur länge de hade fallit trodde alla att det hade pågått minst en tredjedel längre.

Eagleton beskriver det som att hjärnan ”skriver ner minnen tätare” i en livshotande situation, när den tvingas att registrera en enorm mängd sinnesintryck under kort tid. När man sedan ser tillbaka på händelsen tror man att det måste ha passerat mycket mer tid än vad det gjorde.

Där är nyckeln till elastisk tid. Barnets sommar känns oändlig, eftersom hjärnan noterar nya erfarenheter, listar ut nya mönster och regler för hur verkligheten hänger ihop. För en vuxen hjärna är det mesta inte nytt. Vi navigerar med lätthet, men också en zombielik vana och tiden går därför snabbare.

För den som vill leva längre behövs därför nya intryck. I dag har vi 24 extra timmar på oss.

Källa: DI.se, 29 februari 2016
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How small shifts in leadership can transform your team dynamic

Posted in Aktuellt, Leadership / Ledarskap on February 28th, 2016 by admin

Simple tweaks in communication and role-modeling based on the latest behavioral research can nudge employees into top form and create a more productive environment for everyone.

Once upon a time, saying “the soft stuff is the hard stuff” was a snappy challenge to business convention. Now, it’s a cliché. Everyone knows that it’s not easy to suddenly make your colleagues more creative, adaptable, or collaborative, however well-intentioned you may be.

But thanks to research on human behavior, we know what it takes for the average person’s brain to perform at its best, cognitively and emotionally—even under the pressures of the modern workplace. These new insights suggest that simple tweaks in leaders’ communication and behavior can potentially create a much more productive atmosphere for any team. In this article, I’ll describe three leaders who knew enough of this science to spark positive behavioral shifts in their organizations.

The two-system brain
Antony heads a successful technology consultancy that has grown rapidly since it was founded in 2011. Before starting the firm, he worked for a big agency with a toxic culture. “There was a sort of ‘cultural presenteeism’—you needed to look like you were always working.” At his new company, he wanted to forge a very different culture that would enable people to be both innovative and focused, collaborative and emotionally balanced. He and his two cofounders did all the usual things—hired carefully, developed an inspiring vision for the company, and designed an inviting workspace.

But Antony knew enough of the research on optimal brain function to see that more tangible measures were needed. In particular, he raised the issue of information overload and multitasking and how their team could avoid it. Antony knew that the brain’s activity is split across two complementary systems—one deliberate and controlled, the other automatic and instinctive. The teamdeliberate system is responsible for sophisticated, conscious functions such as reasoning, self-control, and forward thinking. It can only do one thing at a time and tires remarkably quickly. The brain’s automatic system lightens this load by automating most of what we do from day to day, but as the brain’s deliberate system becomes more exhausted, the automatic system increasingly takes the reins, leaving us prone to make misleading generalizations and kneejerk responses.

That’s why multitasking is such a problem. We think we can parallel process, but each tiny switch from one conscious task to another—from email to reading to speaking on a conference call, for example—wastes a little of the deliberate system’s time and mental energy. And those switches cost us dearly. Research shows that people are less creative, more stressed, and make two to four times as many mistakes when they deal with interruptions and distractions.

Another way that the deliberate system’s limitations play out in the workplace is that decision-making quality drops the longer people go without a break. Classic cognitive biases like groupthink and confirmation bias take firmer hold, and we’re more prone to sloppy thinking in general. In one study, where hospital leaders were trying to encourage the use of hand sanitizer, they found that compliance rates fell when people worked long hours without a break.

But here’s the silver lining: if leaders can encourage people to go offline when doing their most important work, as well as taking more frequent breaks, they’ll see an uptick in productivity, innovation, and morale.

As Antony thought about how to do this, he knew that a common hurdle to taking breaks and avoiding multitasking was that people often feel they need to show their responsiveness to senior colleagues by being constantly available, whether on email, instant messaging, or in person. So he knew that his own behavior would be central to shifting norms in his organization. He decided to place a timer on his desk to signal that he was taking 25 or 45 minutes to go offline—something that also helped him focus his brain on the task at hand—and wore enormous noise-canceling headphones to amplify the message. And then, between deep working sessions, he would “bugger off for a walk,” as he puts it. The role modeling worked, he says. “It’s become a collective thing in the office now. And everyone’s decided that breaks are a legitimate use of time because we get so much more done afterward.”

Antony and his cofounders also created a “Monday meeting” for all of the staff to discuss how they were working together as a company. After some time, it surfaced that pressures were mounting, threatening to derail their commitment to focusing and recharging. “It was an emerging cultural behavior, and we wanted it to stop. So we set some rules, like ‘we encourage each other to have lunch’ and ‘we schedule breaks between meetings.’” Most important, he felt, was that “we as leaders had to take responsibility for our behavior and give out the right signals, use the right language, celebrate the right behaviors in others. So we cheered people for leaving the office to go for a run. Later, we adopted the phrase ‘leaving by example,’ encouraging people to use it instead of a mumbled, guilty excuse for taking a break.”

In the Monday meeting, the leaders took one further step to reduce cognitive overload, by asking everyone to name their two priorities for the week. Antony says “the ‘two priorities’ rule encourages people to be realistic and focused in their work. Sometimes you really have to force yourself to decide what really matters this week. But it always pays off.” They also use the meeting as an opportunity to highlight opportunities to redistribute work. “When it looks like someone has too much on, people are encouraged to offload rather than suffer in silence.” The result: great creativity and camaraderie, without a foosball table in sight.

The discover-defend axis
Ros is one of the most senior leaders in the UK’s state-run healthcare system. She oversees the complex web of relationships between the system’s many payers and providers and ensures that the interactions between the two help rather than hinder improvements in patient care. Budgets are tight and the outcomes of her team’s work are often subject to scrutiny by politicians and the media. So Ros has to help her colleagues stay energized and on their game as they pursue their noble goals, even when the going gets tough. Resilience is key.

The problem is, our brain is constantly looking for threats to fend off or rewards worth pursuing. When we’re more focused on threats than rewards, we’re in defensive mode. Our brain diverts some of its scarce mental energy into launching a ‘fight’, ‘flight,’ or ‘freeze’ response, and as those instinctive responses unfold—looking more like ‘snap, sulk, or skulk’ in the workplace—brain scans show less activity in the parts of the brain known as the prefrontal cortex. To put it another way: some of our more emotionally sophisticated neural machinery has gone offline.

This matters, because it takes surprisingly little to put someone’s brain into defensive mode—anything threatening a person’s self-worth, even the smallest social slight. This can create vicious circles in the workplace when, for example, people feel daunted from the start, triggering an instinctive defensive reaction that makes it harder for them to solve the problem at hand.

But then there’s discovery mode, where people’s brains are focused on the potential rewards in a situation—for instance, a feeling of belonging or social recognition, or the thrill of learning new things. If leaders can foster a rewarding environment even amid the most difficult situations, it’s likely that they can dampen that primal feeling of being under threat just enough to nudge people out of defensive mode and back into top form.

Ros has put this insight at the heart of her leadership style. First, she creates a positive frame for difficult tasks or discussions. “We’ve got a huge project where 95 percent of it is going fine, but three things aren’t going so well,” she says. “We’re getting a lot of questions about those three things, and I can see my team tensing up whenever we talk about them. So now I always begin our meetings by talking about what we’ve done well. And you can see how it calms everyone down and helps people think more clearly.” She’s keen to emphasize that “it’s not about trying to spin or gloss over the problems. But beginning with what’s working well puts everyone in a more open frame of mind, meaning we can look at what’s not working without people getting defensive.”

By focusing on something positive before getting into the tough stuff, leaders can help people stay in high-performance discovery mode. It doesn’t take much. Research found that when volunteers were given a puzzle where they had to navigate a little mouse out of a maze, all it took to lift their performance by 50 percent was seeing a picture of some cheese next to the exit instead of a menacing owl. In a meeting, the metaphorical “cheese” can even be as simple as discussing the ideal outcome everyone’s shooting for, before talking about the steps to get there.

Ros also reinforces her team’s feelings of autonomy and competence—two things that feel highly rewarding for the average brain. Usually, when a colleague has an issue, leaders help by offering advice or direction. But that can backfire, because a well-intentioned “have you tried this/that . . .” can be subconsciously interpreted as a judgment, as in: “why haven’t you tried this/that?” And this mild cognitive threat can be enough to constrain the deliberate system and make people less creative in their own thinking. The alternative: create space for people to do their own best quality thinking. Ros uses the “extreme listening” technique. She asks someone what they want to think through, and lets them talk without interrupting or making suggestions. Sounds simple, but Ros says it’s rare enough to feel a little strange initially.

She describes the first time she used it with her deputy, Alex. “He had an issue he wanted to talk about” and “I actually explicitly told him the ‘rule’ I was following. I nodded, encouraged him, and asked ‘what else?,’ when he flagged. Within five minutes, he’d literally solved the whole thing himself. We both laughed so hard. It absolutely worked.” Alex went on to use the technique with his colleagues, too, and now it’s a team habit. Ros is clear on the lesson for leaders: helping colleagues feel capable of handling matters on their own “is one of the greatest gifts you can give someone,” providing a great boost to their resilience and confidence.

Source: McKinsey.com, February 2016
Author: Caroline Webb
About the author: Caroline Webb is a senior adviser to McKinsey and an alumnus of the firm’s London office. This article is based on research in her new book, How to Have a Good Day: Harness the Power of Behavioral Science to Transform Your Working Life (Crown Business, February 2016).
Link (with video clips)

Hitta de engagerade 80-talisterna -vinner du dem, vinner du!

Posted in Aktuellt, Leadership / Ledarskap on February 25th, 2016 by admin

Frihet, upplevelser och självförverkligande eller trygghet, fint boende och familjebildning? Generation Ordning har valet klart för sig. Det som tydligt utmärker dem från tidigare generationer är förändrade värderingar gällande sin egen framtid och sin syn på världen. Vi spanar in fenomenet och vilka effekter det kan få i framtiden.

De som är födda på slutet av 80-talet och i början på 90-talet särskiljer sig från tidigare generationer och i forskningen syns ett tydligt trendbrott i värderingar och nya ideal. Med ladda ned (13)benämningen Generation Ordning kännetecknas de som mer allvarsamma och mindre rebelliska än tidigare ungdomsgenerationer. De är mogna, vill vara vuxna och skiljer sig påtagligt från sin föräldrageneration där drömmen om roliga äventyr och förverkligande av egna idéer högaktades i samma ålder. Att utbilda sig, hitta ett bra jobb och ett fint boende samt bilda familj lockar mer för Generation Ordning.
”Inte sedan generationen som föddes på 1920-talet har en ungdomsgeneration värderat den lilla världen med familj, barn, bra arbete och fint boende så högt. Det är ett trendbrott som inte bara gäller i Sverige utan även globalt” skriver forskningsledaren Thomas Fürth från konsult- och analysföretaget Kairos Future.

Med klivet in i vuxenvärlden blir Generation Ordning morgondagens ledare, konsumenter och kunder. Kommer deras värderingsskifte att påverka samhället och näringslivet?
– Vi kan se att unga människors värderingar inte förändrar sig nämnvärt igenom livet och på så sätt kommer vi att se skillnad i samhällsvärderingar och konsumtionsmönster framöver. I en värld där kriser har avlöst varandra under Generations Ordnings uppväxt upplever många att de inte kan påverka det som sker i den stora världen. Medvetenheten är stor men det finns en risk de avskärmar sig och att samhällsengagemanget minskar när fokus läggs på den lilla världen”, svarar Thomas Fürth.

Bete för morgondagens ledare
Enligt undersökningen ”Morgondagens ledare” väljer 80-talisterna nytta och belöning framför självförverkligande och utmaning. Jämfört med tidigare generationer är de mer lockade av högre lön och bättre förmåner samt betonar vikten av balans mellan chefskap och familjeliv. Analysen visar att företag som vill hitta, utveckla och behålla framtida ledare definitivt vinner på att arbeta långsiktigt med personalutveckling.

Exakt hur Generations Ordnings värderingar och strävan efter det trygga och goda livet kommer att påverka samhälle och näringsliv kan bara tolkas med facit i hand. I väntan på framtida forskningsresultat citerar vi följande råd från undersökningen ovan.

5 tips på hur du attraherar morgondagens ledare till ditt företag
1. Erbjud möjligheter till balans mellan fritid och arbete – även på chefsnivå 

2. En fast anställning och trygghet i jobbet är ett måste 

3. Bättre lön och bättre förmåner krävs för att intressera unga för de utmaningar som chefsjobb innebär 

4. Arbetet behöver inte vara roligt, men unga vill känna att de gör nytta och att de får vara med och påverka verksamhetens utveckling 

5. Hitta de engagerade 80-talisterna -vinner du dem, vinner du

Källa: danskebank.se
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Robotar hjälper till i butiken

Posted in Aktuellt, Digitalisering / Internet, Försäljning / Sales on February 22nd, 2016 by admin

Just när vi lärt oss att mobilen är på väg att konkurrera ut personalen ur butikerna, och kanske t.o.m. butikerna på väg att försvinna helt, dyker detta upp!

Industrirobotar har vi hunnit vänja oss vid, och nu börjar robotarna även ta plats inne i butiker. Bland annat låter den amerikanska butiken Hointer robotar plocka fram jeans som kunderna kan prova och ett öländskt apotek har överlåtit medicinlagret åt en robot.

robot 1Hointer i Seattle har i sin butik massor av kläder prydligt hängande på rad – fast bara ett enda plagg av varje modell. Genom att scanna den tillhörande QR-koden med sin Hointer-app får kunden reda på massor om modellen. Då visas inte enbart väsentlig information om pris, material och vilka storlekar som finns tillgängliga, utan även en uppsjö av bilder och videoklipp.

Vill man prova ett plagg skickas en order via appen och man får besked om i vilket provrum till exempel byxan eller skjortan placeras – och detta sker på mindre än trettio sekunder.

Levereras till provhytten
Exakt vad som sker bakom kulisserna vill inte grundaren Nadia Shouraboura – med en bakgrund från ledarstaben på Amazon – avslöja. Det enda som offentliggjorts är att plaggen förvaras i ett ”mikrolager” där en robot hanterar processen mellan order och leverans till provhytten. En process som inte ska ta mer än en halv minut.
– Vi är bara i början av robotiseringen, jag tror att det kommer att bli ett vanligt inslag i butik inom några år. Inte bara i frågor kring logistik och lagerarbete utan också i kontakten medrobot 2 konsument, säger Jonas Arnberg, chefsekonom på Svensk Handel.

I Borgholm har Apoteksgruppen skaffat en robot som plockar fram de receptbelagda varor farmaceuten eller apotekaren har expedierat. Roboten sköter också placeringen av läkemedlen i lagret när de har registrerats. Enligt Kristian Aranäs, ägare av apoteket, gör roboten att han och hans kollegor får mer värdefull tid med sina kunder.

Kosmetika enligt kundens önskemål
Ett annat exempel på hur en robotmedarbetare kan bidra finns i den kroatiska huvudstaden Zagreb. Där ligger flaggskeppsbutiken för AlpStories, som kombinerar traditionell användning av örter i kosmetikprodukter med högteknologisk tillredning.

Roboten – som för övrigt heter Balthazar – står på plats i ett bås i butiken, redo att blanda ihop produkter utifrån de ingredienser som kunden själv väljer. Efter en liten stund kommer leveransen via en lucka.
– Användningen av robotar kan bli en viktig möjlighet för handeln att ta tillbaka det digitala initiativet från kundens mobiltelefon, avslutar Jonas Arnberg.

Källa: Telia.se, februari 2016
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Brist på digital kompetens i svenska bankstyrelser

Posted in Aktuellt, Board work / Styrelsearbete on February 22nd, 2016 by admin

Läs mer här ...

CEO succession starts with developing your leaders

Posted in Aktuellt, Board work / Styrelsearbete, Executive Coaching, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on February 22nd, 2016 by admin

Two-thirds of US public and private companies still admit that they have no formal CEO succession plan in place, according to a survey conducted by the National Association of Corporate Directors last year. And only one-third of the executives who told headhunter Korn Ferry this year that their companies do have such a program were satisfied with the outcome. These figures are alarming. CEO succession planning is a critical process that many companies either neglect or get wrong. While choosing a CEO is unambiguously the board’s responsibility, the incumbent CEO has a critical leadership role to play in preparing and developing candidates—just as any manager worth his or her salt will worry about grooming a successor.

An ongoing process
Many companies treat the CEO succession as a one-off event triggered by the abrupt departure of the old CEO rather than a structured process. The succession is therefore often reactive, divorced from the wider system of leadership development and talent management. This approach has significant risks: potentially good candidates may not have sufficient time or encouragement to work on areas for improvement, unpolished talent could be overlooked, and companies may gain a damaging reputation for not developing their management ranks.

Ideally, succession planning should be a multiyear structured process tied to leadership development. The CEO succession then becomes the result of initiatives that actively develop potential candidates. For instance, the chairman of one Asian company appointed three potential CEOs to the position of co-chief operating officer, rotating them over a two-year period through key leadership roles in sales, operations, and R&D. One of the three subsequently dropped out, leaving two in competition for the top post.

Rotation is a great way to create stretch moments exposing candidates to exceptional learning opportunities. However, rotation is not enough in itself. A leadership-succession process should be a tailored combination of on-the-job stretch assignments along with coaching, mentoring, and other regular leadership-development initiatives. Companies that take this approach draw up a development plan for each candidate and feed it into the annual talent-management review, providing opportunities for supportive and constructive feedback. In effect, the selection of the new chief executive is the final step in a carefully constructed and individually tailored leadership-development plan for CEO candidates.

Looking to the future
Too often, companies forget to shape their candidate-selection criteria in the light of their future strategic direction or the organizational context. Many focus on selecting a supposedly ideal CEO rather than asking themselves what may be the right CEO profile given their priorities in the years ahead. The succession-planning process should therefore focus on the market and competitive context the new CEO will confront after appointment. One Latin American construction company, for example, began by conducting a strategy review of each business in its portfolio. Only when that had been completed did it create a CEO job profile, using the output of the review to determine who was best suited to deliver the strategy.

More broadly, three clusters of criteria can help companies evaluate potential candidates: know-how, such as technical knowledge and industry experience; leadership skills, such as the ability to execute strategies, manage change, or inspire others; and personal attributes, such as personality traits and values. These criteria should be tailored to the strategic, industry, and organizational requirements of the business on,ladda ned (12) say, a five- to eight-year view. Mandates for CEOs change with the times and the teams they work with. The evaluation criteria should change, as well. For example, the leadership style of a CEO in a media business emphasized a robust approach to cost cutting and firefighting through the economic crisis. His successor faced a significantly different situation requiring very different skills, since profitability was up and a changed economic context demanded a compelling vision for sustained growth. When industries and organizations are in flux and a fresh perspective seems like it could be valuable, it’s often important to complement the internal-candidate pipeline with external candidates.

Much as the needs of a business change over time, so do the qualities required of internal candidates as a company’s development programs take effect. It’s therefore vital to update, compare, and contrast the profiles of candidates against the relevant criteria regularly. This isn’t a hard science, of course, but without rigor and tracking it is easy to overlook. For example, the picture painted by the exhibit might stimulate a rich discussion about the importance to the evolving business of these candidates’ natural strengths and weaknesses, as well as the progress they are making to improve them. Other candidates may be evolving different profiles. Regularly reviewing these changes helps companies ensure that the succession process is sufficiently forward looking.

Debiasing succession
Many biases routinely creep into CEO-succession planning, and their outcome is the appointment of a specific individual. As we well know, decision making is biased. Three biases seem most prevalent in the context of CEO succession. CEOs afflicted by the MOM (“more of me”) bias look for or try to develop a copy of themselves. Incumbents under the influence of the sabotage bias consciously or unconsciously undermine the process by promoting a candidate who may not be ready for the top job (or is otherwise weak) and therefore seems likely to prolong the current CEO’s reign.2 The herding bias comes into play when the members of the committee in charge of the process consciously or unconsciously adjust their views to those of the incumbent CEO or the chairman of the board.

Contrary to what you might conclude from all this, the lead in developing (though not selecting) the next leader should be taken by the current CEO, not by the board, the remuneration committee, or external experts. The incumbent’s powerful understanding of the company’s strategy and its implications for the mandate of the successor (what stakeholder expectations to manage, as well as what to deliver, when, and to what standard) creates a unique role for him or her in developing that successor. This approach encourages the CEO to think about the longer term and to “reverse engineer” a plan to create a legacy by acting as a steward for the next generation.

That said, companies must work hard to filter out bias and depersonalize the process by institutionalizing it. A task force (comprising, perhaps, the CEO, the head of HR, and selected board members) should regularly review the criteria for selecting internal candidates, assess or reassess short-listed ones, provide feedback to them, and develop and implement a plan for their development needs. The task force should identify the right evaluation criteria in advance rather than fit them to the pool of available candidates and should ensure that its members rate candidates anonymously and independently. The resulting assessment ought to be the sum of these individual assessments. Relatively few companies use such a task force, according to a 2012 Conference Board survey on CEO succession.

One in three CEO successions fails. A forward-looking, multiyear planning process that involves the incumbent CEO would increase the odds of success.

Source: McKInsey.com, May 2015
Authors: Åsa Claudio Feser Björnberg and
About the Authors: Åsa Björnberg is a senior expert in McKinsey’s London office, and Claudio Feser is a director in the Zürich office.
Link

Instagram kommer att dö!

Posted in Aktuellt, Allmänt, Digitalisering / Internet on February 21st, 2016 by admin

Ja, i alla fall är det vad Alexander Bard förutspår i denna intressanta intervju.
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Vänlighet ökar lönsamhet

Posted in Aktuellt, Leadership / Ledarskap on February 19th, 2016 by admin

En snäll chef bidrar till ökad motivation, lojalitet och lönsamhet. Enligt ny forskning kan företag spara stora pengar genom att arbeta för en positiv företagskultur.

Ny forskning visar att en mer positiv företagskultur leder till fördelar för personalen och ett bättre ekonomiskt resultat jämfört med en företagskultur med tufft ledarskap, skriver tidningen Chef. Forskarna Emma Seppälä, Stanford Univeristy, och Kim Cameron, University of Michigan, listar fyra punkter, i Harvard Business Review, för chefer som vill främja en positiv kultur på jobbet:
happy
1. Främja sociala kontakter på jobbet
Social kontakt leder till färre sjukskrivningar, snabbare inlärning och bättre individuella resultat. Det minskar även dödlighet i riskgrupper som överviktiga, rökare, personer med alkoholproblem och personer med få kontakter utanför arbetsplatsen.

2. Visa empati
Chefens förmåga att visa empati påverkar medarbetarnas välmående i hög utsträckning, enligt forskning där man har mätt hjärnaktiviteten hos personer som har bivit påminda om hur deras chefer har agerat vid olika tillfällen.

3. Hjälp till
Att hjälpas åt skapar lojalitet och leder till att medarbetarna anstränger sig för att hjälpa varandra. Du som chef kan skapa en positiv spiral.

4. Uppmuntra till samtal
Att kunna prata om problem skapar en känsla av trygghet och leder till bättre prestationer.

En av förklaringarna till hur en positiv företagskultur får genomslag på det ekonomiska resultatet är de kostander som uppstår när medarbetare är stressade. I USA är hälsovårdskostanderna 50 procent högre på företag som pressar sina anställda jmfört med företag som har en positiv företagskultur.

Stress, mindre engagerade medarbetare och minskad lojalitet leder till ökade företagskostander, som kan motverkas med snällare ledarskap, enligt forskningen.

Källa: DI.se, februari 2016
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Fyra viktiga trender inom digital marknadsföring 2016

Posted in Aktuellt, Board work / Styrelsearbete, Executive Team / Ledningsgruppsarbete, Försäljning / Sales, Technology on February 15th, 2016 by admin

Samtidigt som digital marknadsföring växer kraftigt blir verktygen och metoderna allt mer förfinade. Vad är det som gäller 2016?

Tillväxten inom digital marknadsföring handlar om mer än kronor och ören. Begrepp som Programmatic, Automation, Content Marketing och Native Advertising håller på att förändra hur vi ser på marknadsföring och i ännu högre utsträckning hur vi i praktiken arbetar med marknadsföring. Med allt mer förfinade metoder och tekniker blir kompetenskraven allt högre på marknadsförare.

Investeringarna i marknadsföring kommer att öka med 2,2 procent i år, enligt Institutet för reklam och mediestatistik. Men den förändringskraftenDigital m 1 kommer ifrån segment som mobilmarknadsföring och webb-tv som kommer att växa med 40 procent. Även gamla trotjänare som sökmarknadsföring beräknas växa med 20 procent medan print fortsätter att tappa.

Det finns en handfull trender som marknadsförare måste ha full koll på 2016 för att inte hamna fel i marknadsföringsmixen.
Content Marketing. Att bygga relationer med kunder och sälja med hjälp av värdefullt innehåll är inte nytt, men digitaliseringen och den allt högre brusnivån i medierna har gjort Content Marketing till en av de hetaste trenderna inom marknadsföring. Samtidigt som gammelmedia har stora problem frodas content marketing-byråerna och varenda företag med självaktning verkar söka efter en Content Marketing Manager. När Google skriker efter kvalitetsinnehåll är det vanliga företag som har råd att investera i innehåll, medan mediernas allt mindre redaktioner lätt hemfaller till klickjournalistik.

Automation. När olika typer av digital marknadsföring och kanaler delar sig likt bakterier blir det övermäktigt för marknadsförare att administrera och utveckla alla nya typer av digital marknadsföring. Det är här automation kommer in. Genom att utnyttja verktyg som exempelvis skapar personaliserade mejlutskick utifrån kundernas beteende blir det enklare att hinna med. Att det dessutom går att presentera personaliserade budskap och landningssidor när kunder besöker sajter och nätbutiker är ytterligare ett sätt att utnyttja automation. Med nya programvaror som kan skapa unika texter för varje enskild besökare finns det egentligen ingen gräns för hur långt automationen kan drivas.
Digital m 2Programmatic. Programmatic är egentligen att specialfall av automation. Här handlar det om annonsnätverk som i realtid handlar upp banervisningar eller video-spottar där sedan avancerade algoritmer silar fram förfinade målgrupper på breda mediesajter. Tiden när marknadsförare köpte visningar manuellt och betalade premium för att visas på varumärkessäkra sajter är förbi. 80 procent av de större svenska mediehusen och annonssajterna var i höstas öppna för programmatiska annonsköp, enligt en studie av IAB Sverige.

Native Advertising. Att företag presenterar reklambudskap i redaktionellt format på mediesajter växer kraftigt. Både gamla och nya mediehus ser native advertising som räddaren i nöden när Adblockers knaprar på reklamintäkterna. För annonsörerna ger native advertising mer klick än traditionella banners, det gäller särskilt mobila användare.

Trenderna handlar om att hantera en snabbt föränderlig medieverklighet och den gemensamma nämnaren är att bli relevant för kunderna. Massmarknadsföringens tidevarv håller på att avlösas av personaviseringens tidevarv spetsad med relevant innehåll.

Källa: JaJaMagazine, magazine.jaja.com, 19 januari 2016
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How to be a better leader

Posted in Aktuellt, Leadership / Ledarskap on February 12th, 2016 by admin

Want to be a better leader? Observe more and react less

Most time-strapped executives know they should plan ahead and prioritize, focus on the important as much as the urgent, invest in their health (including getting enough sleep), make time for family and relationships, and limit (even if they don’t entirely avoid) mindless escapism. But doing this is easier said than done, as we all know—and as I, too, have learned during years of trying unsuccessfully to boost my effectiveness.

In my case, I stumbled upon an ancient meditation technique that, to my surprise, improved my mind’s ability to better resist the typical temptations that get in the way of developing productive and healthy habits. Much in the same way that intense, focused physical activity serves to energize and revitalize the body during the rest of the day, meditation is for me—and for the many other people who use it—like a mental aerobic exercise that declutters and detoxifies the mind to enhance its metabolic activity.

Before my chance discovery of this timeless technique, I was skeptical, despite the accounts of the many accomplished practitioners who have preceded my own beginning efforts.1 Just as learning to swim or the enjoyment of floating in water can’t be experienced by reading books about it or hearing others’ accounts of the joy of aquatic self-buoyancy, so the benefits of meditation can only begin to be understood by taking an experiential plunge.meditation

So why write about it? Because I think today’s “always on” work culture is taking a heavy toll on today’s leaders, and we need coping mechanisms. Meditation isn’t the only one; it’s just one that I feel somewhat qualified to talk about because of my experiences with it over the past five years. I’m far from alone; mindfulness has been gaining currency in business circles, and a few business schools also have been wading into the topic of meditation through the leadership of professors like Ben Bryant at IMD, Bill George at Harvard, and Jeremy Hunter at the Drucker School of Management.
In my experience, though, most of today’s workers—and senior executives perhaps most of all—lack what they need, whether it’s meditation or a different approach, to balance and offset the demands of their “anywhere, everywhere” roles in today’s corporations. The famous hitter Ted Williams, at the conclusion of a long baseball season, used to go hunting and fishing to relax and recharge. Winston Churchill was an amateur painter who once said, “If it weren’t for painting, I couldn’t live. I couldn’t bear the strain of things.”

Most executives can’t disappear for long stretches to go fishing, and picking up painting sounds daunting. But they can use simple versions of proven meditation techniques to improve the quality of their lives, even if it’s only by increments. My purpose in this article isn’t to tell you whether, or how, to meditate; there are several flavors of meditation and I have only really ever tried the tradition of Vipassana.3 Instead, I will describe how it has helped me deal with three common challenges faced by leaders: email addiction, coping with disappointment, and becoming too insular.

Fighting email addiction
Compulsively checking email, particularly first thing in the morning, is probably the biggest affliction to grip the modern-day professional. This was also the productivity-destroying habit I had found hardest to shake off.

In the past, I would find it almost impossible to resist looking at messages as soon as I woke up between 6 and 7 a.m., my mind conditioned in a Pavlovian manner to keep doing it. Some messages came in overnight from other time zones; others might be truly pressing items that couldn’t wait. Many were nonurgent notifications and newsfeeds.

The impact of checking everything first thing was a combination of electronic overload, a heightened stress response to difficult messages (leading to knee-jerk replies), and, most seriously, a slower start to the morning’s activities. This welter of electronic communications consumed my mind’s energy. A curt or unpleasant email from someone important could easily affect my mood and get me off on the wrong foot with other, unconnected people, as I ruminated on whether a personal grievance or some other reason was responsible. The email habit started to feel like self-inflicted harm that I couldn’t avoid.

Through meditation, my self-awareness and self-regulation “muscles” have grown to the point where I now am better able, after a good night’s rest, to put the first several hours of my day to better use: toward meditating, exercising, writing, planning the day’s priorities, and other complex-thinking tasks that would likely be crowded out later. I have relegated my heavy emailing period to the post-dinner timeframe when my mind is typically sluggish and less productive. Also, taking the extra time to respond to emails has helped my responses be more considered and deliberate.

My new conditioning means colleagues know that I won’t always get back to every email first thing in the morning. This has stemmed the flow of overnight messages and served to alleviate anxiety and guilt over unanswered emails. Like everybody, I’m at constant risk of slipping back into old habits. I try to guard against this risk with the mental space I have recaptured for myself, motivating myself with the improvements I recognize in my personal and professional life that have occurred as a result of meditation.

Taking positives from the negative
Shortly after starting meditation five years ago, I vividly recall hearing that McKinsey had lost to one of our main competitors the opportunity to serve an important healthcare ministry. As lead partner on the negotiation, I’d spent months with colleagues from around the world developing what we thought was a compelling approach for helping the ministry.

My instinctive reaction in similar situations previously would have been a mix of deflation, disappointment, frustration, and even resentment towards competitors. Minimizing any damage to the firm—and containing the impact on my own standing and career—would have been uppermost in my mind.

I’m not saying I was completely free of those feelings this time around, either—but something was different. There was more space between me and the emotional reaction that I’d have had previously. I surprised myself by acknowledging to colleagues that the rival bid must really have been better, and I almost took some satisfaction from the competitor’s success. The win would admittedly allow them meaningful entry into a market that they had been pursuing for some time, but it would likely mean they would be a more rational competitor in the future. On reflection, I also felt genuinely happy for the clients, who I believed had run a fair and thorough process and had now found a well-qualified partner for this important assignment. I was aware that my own negativity hadn’t been magically removed from me by meditation, but I was able to respond in a more neutral manner and not allow myself or others to be consumed by it.

Focusing on others
Although meditation is a solitary act, it has helped me focus more on others as I shed some of my insecurities and redefined the way I make tough trade-offs. I used to feel insecure about being “left out” of certain meetings or discussions, thereby passing up opportunities to delegate. Similarly, when I faced dilemmas that required balancing conflicting interests, my dominant consideration was “What’s in it for me?”

Again, I wouldn’t say I’m now free of insecurity or self-interest. But regular meditation has helped me better identify those things that I truly need to be involved with and those that could carry on without my direct involvement. This has freed up a good 10 to 20 percent of productive time, and it has reduced my stress about not pulling my weight. It was also energizing for those who worked with me, as it allowed many of them to step up and take greater ownership and control. While all this might seem intuitive, it had eluded me before because of my insecurities and my lack of self-awareness with regard to my unconscious drives, and about how I was matching my energy level with productive uses of it. Meditation has made me more aware of these issues and, as I continue practicing, I’m hoping and expecting to access further levels of self-awareness and to make more progress toward letting go.

What’s also shifted is my definition of personal gain or loss. I still acknowledge the personal dimension, but I find myself slowing down, and reflecting on situations from more angles, including more of how the situation will affect other people or the environment in which we live, and of what’s right or fair. The impact of a decision on me personally is less of a yoke that makes the labor of assessing my choices exhausting or draining.

Instead, I find myself coming to “seemingly right” conclusions more nimbly than in the past. When I am able to avoid, or at least put in perspective, my previously perpetual orientation—“How does this serve my agenda?”—the “right” approach becomes relatively self-evident. This is liberating: it helps free me from the internal turmoil that used to arise when I tried to reverse engineer solutions that, first and foremost, served me.

At one point before beginning the practice of meditation, I had a renowned time-mastery coach assist me in rewiring my tendencies, including blocking off periods of the day for important strategic tasks. This advice, like Stephen Covey’s habits for personal effectiveness, which I have long admired, was elegant and highly appealing. Yet I found it puzzlingly inapplicable to high-intensity professional life and I rapidly fell back into old habits. I would often feel a sense of passively going through the day’s events rather than making active choices in the driver’s seat.

Post-meditation, I have experienced a real shift in how I focus my energies. Despite the same, if not greater, pressures at work, I am enjoying more control and a greater sense of purpose in my daily and weekly activities. I no longer take pride in the number and diversity of my appointments—even as I now have to be on guard for new ways pride can present itself.

I would sum up my experience in four words: observe more, react less. I try to observe myself more disinterestedly and to avoid knee-jerk reactions to the rush of incoming stimuli and to situations that seem negative. Even if I don’t always succeed, I am more easily able to identify my weaknesses: my sense of insecurity, addiction to short-term benefits, and overemphasis on process-driven results. That helps me work smarter and lead better toward longer-lasting achievements.

Source: McKinsey.com, 12 February 2016
Author: Manish Chopra
About the author: Manish Chopra is a principal in McKinsey’s New York office. He is the author of The Equanimous Mind, which chronicles his initial experiences with Vipassana meditation and the impact it has had on his personal outlook and professional life.
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