Därför ska du investera i hängivna företagsledare

Posted in Aktuellt, Board work / Styrelsearbete, Leadership / Ledarskap on May 30th, 2017 by admin

Investera Aktieinvesteringar är mer än bara ekonomiska nyckeltal, räkenskaper och finansmodeller. Bolag som leds av inspirerande och hängivna ledare har visat sig vara särskilt lönsamma, skriver ODIN Fonder som ger ett exempel på ett sådant bolag som tagits in i portföljen.

I sin bok «Intelligent Fanatics Project – How great leaders build sustainable businesses» beskriver Ian Cassel vad som kännetecknar ledare som åstadkommit exceptionell aktieavkastning under många decennier.

Den här typen av ledare har två utmärkande drag som förklarar varför det går så bra för dem:

• De vet hur man ska behandla medarbetare

• De vet hur verksamheten ska organiseras

Världsmästare på kapitalallokering

Vi har tidigare pratat om vad ”god” ledning är ur ett finansiellt perspektiv. Slutsatsen var att goda ledare alltid vet vilken kapitalkälla som ska användas (skuld, eget kapital eller fritt kassaflöde), och var kapitalet ska sysselsättas (investeringar, förvärv, utdelning, skuldavbetalningar eller återköp av aktier).

Så kallad kapitalallokering, det vill säga förmågan att flytta pengar från ett ställe till ett annat, är ett utmärkande drag hos goda ledare ur ett ägarperspektiv. Men ”intelligenta fanatiker” går ett steg längre. De vet hur verksamheten ska läggas upp för att åstadkomma konkurrensfördelar och de vet hur man behandlar medarbetarna.

Organisation och ledning

När ett bolag rör sig från litet till stort så klarar dessa ledare att bevara småföretagskänslan utan byråkrati fast med korta beslutsvägar, riskbenägenhet och entreprenörskap i behåll. Och de är aldrig nöjda.

De har ofta en informell ledarstil och pratar med alla medarbetare oavsett nivå i organisationen; de flyger ekonomiklass; bor på vanliga hotell och går i jeans på jobbet. De har inte ledningsgrupper – de arbetar i team. De kommunicerar enkelt och tydligt och har mycket få ledningsnivåer i organisationen. De strävar ständigt efter förbättringar och är paranoida när det kommer till kostnader.

Carlos Brito, koncernchef på bryggerijätten ABInBev, slår huvudet på spiken när han säger:
«Costs are like fingernails. You have to cut them all the time. If not, they grow»

De bryr sig mindre om tjänsteår och rang. Som anställd blir du bedömd utifrån dina prestationer. Och presterar du bra så får du bra betalt. Sådana ledare bryr sig mer om kunderna än aktieägarna, då de vet att det gynnar aktieägarna på lång sikt.

Överraskande nog har dessa ledare ofta begränsad branscherfarenhet och saknar ofta både affärsplan och uttalad strategi. De börjar som regel med noll erfarenhet och lite kunskap om den bransch bolagen verkar i. Det gör att de tänker helt annorlunda än etablerade aktörer.

Visste inget om öl
Exempelvis visste inte grundarna av ABInBev – världens största öltillverkare – hur man brygger öl. Men de visste allt om hur anställda fungerar. Det hade de lärt sig genom att bygga upp en mäklarfirma.

På ABInBev har filosofin fungerat i flera decennier, och vi tror att trenden kommer att hålla i sig en lång tid framöver. Detta är anledningen till att vi investerat i bolaget. Vi värdesätter bolaget just tack vare dess ledning och kultur.

Medarbetarna som ägare
Ledare som kan få medarbetarna att agera och tänka som ägare har goda chanser att skapa något unikt och varaktigt. Ägarna uppför sig inte på samma sätt som medarbetarna. Äger du bilen du kör beter du dig annorlunda än om du hyr en bil. Vem har inte varit frestad att testa vad som händer med hyrbilen om man gasar och håller i handbromsen samtidigt? Det gör du inte om du äger bilen själv.

Dessa hängivna och inspirerande ledare respekterar medarbetarna och ger dem möjlighet att utvecklas. De vill att medarbetarna ska få chansen att lyckas. Incitament som involverar medarbetarna i bolagets resultatutveckling är ett viktigt verktyg för dem.

Eller för att citera en av de centrala figurerna i uppbyggandet av ABInBev, Marcel Telles:

«Actually, the main role of a manager is to recruit, train, motivate and especially to keep people within the organization. A business manager should be called a people manager. Those who are really good with people will be good as a manager»

Investeringar handlar om så mycket mer än kassaflöden, kvartalsrapporter och nästa års marginaler.

Källa: Privata Affärer och Odin Fonder, maj 2017
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What if companies managed people as carefully as they manage money?

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on May 30th, 2017 by admin

Today’s executives spend a lot of time managing the balance sheet, despite the fact that it doesn’t represent their company’s scarcest resource. Financial capital is relatively abundant and cheap. According to Bain’s Macro Trends Group, the global supply of capital stands at nearly 10 times global GDP. As a result of capital superabundancy, global quantitative easing and relatively low demand for investments in R&D and capital projects, the after-tax cost of borrowing for many companies is at or near inflation, making the real cost of borrowing close to zero.

In contrast, today’s scarcest resource is your human capital, as measured by the time, talent and energy of your workforce. Time, whether measured by hours in a day or days in a career, is finite. Difference-making talent is also scarce. The average company considers only about 15% of its employees to be difference makers. Finding, developing, and retaining this talent is hard — so much so that the business press refers to a “war” for talent. Energy, too, is difficult to come by. Though intangible, it can be measured by the number of inspired employees in your workforce. Based on our research, inspired employees are three times more productive than dissatisfied employees, but they are rare. For most organizations, only one out of eight employees is inspired.

There you have it. Financial capital is abundant but carefully managed; human capital is scarce but not carefully managed. Why? In part, it’s because we value and reward good management of financial capital. And we measure it. Great CEOs are held in high regard for their clever management and allocation of financial capital. But today’s great CEOs need to be equally great at managing human capital.

How can we manage human capital better?
Measure it. As the adage goes, you can’t manage what you can’t measure. A veritable alphabet soup (ROA, RONA, ROIC, ROCE, IRR, MVA, APV, and the like) exists to measure our financial capital. To measure human capital, you can deploy metrics such as our productive power index, which looks at the cost of organizational drag and the benefits of effective talent and energy management on your overall productive power. You can measure the amount and value of the time that you put against projects or initiatives, and you can measure the return on that time. You can actively measure the amount of difference-making talent that you have in your organization. When Caesars Entertainment, a gaming company, reorganized operations in 2011, the senior team not only developed a database on the performance and the potential of the company’s top 2,000 managers but also analyzed the ability of the top 150 to take on new and different jobs.

Invest human capital just like you invest financial capital. For financial capital, the business world has developed concepts such as the opportunity cost of capital, which is reflected in a company’s weighted average cost of capital. We measure the lifetime value of investments, and we establish hurdle rates before deploying a single dollar of capital. We run Monte Carlo simulations to evaluate various returns under uncertainty. For human capital, we need to start thinking about the opportunity cost of a lost hour. One way to do this is to measure the cost of meetings. My colleagues at Bain discovered that a weekly executive committee meeting at one company consumed 300,000 hours a year in support time from departments across the company. When Woodside, an Australian oil and gas company, took a hard look at meetings, it discovered that they were consuming 25%–50% of staff’s time. A series of pilots reduced meeting time by an average of 14% among the pilot groups — a time savings equal to 7% of those groups’ full-time equivalent capacity. We should think about projects in terms of hours and dollars as well, and before taking on a new meeting or new initiative, include the opportunity cost of time and talent in the hurdle rate.

Monitor it. Teams of financial planning and analysis professionals measure actual and expected results for financial capital. Investment management committees evaluate new investments. Capital expenditure plans are subjected to detailed board reviews. We all must submit capital approval requests to release funds. Similarly, for human capital we should do periodic reviews of how much controllable organizational drag we have in our organization and what actions we are taking to compress it. Many big data tools, such as Microsoft Workplace Analytics, can provide detailed reviews of how we use time. For talent, we need to know who our difference makers are and whether they are deployed in mission-critical roles and initiatives.

Consider the case of one B2B supplier that wanted to figure out what made some salespeople top performers. A statistical analysis of metrics from Workplace Analytics and other factors revealed that top performers and average performers spent their time differently. Some of the differences were obvious: spending an average of four more hours per week than other reps communicating with customers, or being 25% more likely to cross-sell. But some behavior was surprising. For example, top performers were three times more likely to interact with multiple groups inside the company. In other words, they connected with people who could help them with customer issues, such as staff in finance, legal, pricing, or marketing.

Recognize and reward good management of time, talent, and energy. Historically, successful investment of financial capital can make someone’s career. Variable compensation is often tied to some measure of economic value added. Even though most companies no longer offer lifetime employment, they should still find a way to create a lifetime of assignments for their difference-making talent and work hard every day to re-recruit them by creating a working environment that is inspiring and results oriented. When Reid Hoffman founded LinkedIn, he promised that the company would help advance the careers of talented employees who signed on for two to four years and made an important contribution, either offering them another tour of duty at LinkedIn or supporting their efforts if they moved on. This tour-of-duty approach helped attract and retain entrepreneurial employees.

Leaders should be measured and rewarded on their inspiration quotient. They should also be measured and rewarded for building a talent balance sheet: how many high-potential individuals they have recruited, developed, and retained, and what is the trade balance of talent — that is, the net imports of high-potential talent into their group minus exports. A company’s actual values, reads Netflix’s famous HR playbook, “are shown by who gets rewarded, promoted, or let go.”

These are only some of the ways that we might begin to bring greater discipline to human capital management. There are likely many more creative solutions out there. Time is finite. Talent is scarce and worth fighting for. Energy can be created and destroyed. The sooner we act on these beliefs, the sooner we will get the return on human capital that we deserve.

Source: Harvard Business Review, May 2017
Author: Eric Gartner
About the author: Eric Garton is a partner in Bain & Company’s Chicago office and leader of the firm’s Global Organization practice.
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Customer experience starts at home

Posted in Aktuellt, Customer care / Kundvård on May 29th, 2017 by admin

To serve end customers better, begin with your employees.

Charity, the saying goes, begins at home. So too does a superior customer experience.

Growing numbers of companies are coming to recognize the benefits of customer-centric strategies: higher revenues, lower costs, and stronger employee and customer loyalty. In the effort to transform customer journeys and refine direct interactions with clients, however, many companies overlook the need to engage the whole organization, including its support functions, in a customer-centric transformation.

That’s unfortunate. Turning the support functions (such as information technology, finance, human resources, purchasing, and real estate) into excellent customer-service operations is a powerful lever to sustain and expand a full customer-centric transformation. It helps to create a new service culture that deepens customer-centric efforts in all layers of the organization. It promotes a longer-term impact and the full engagement of the staff by applying the principles of customer excellence to employees’ journeys. Atladda ned leading customer-centric companies, such as Disney, creating great customer experiences begins with a common vision and requires an engaged and energized workforce that can translate individual experiences into satisfying end-to-end customer journeys. The logic of extending that commitment inside, to support staff, is powerful.

In our experience, successful large organizations think more and more about end-to-end transformations that focus on internal customers—their employees—as well as external ones, to gain a durable competitive edge. Not that this is easy to do. Such efforts can take two or three years to execute fully for all internal customer journeys. And rather than being a kind of employee-satisfaction exercise, typically conducted by the HR department, an effort to bring support staff into a true culture of customer service requires clear and ambitious objectives, earmarked resources, and involved sponsorship from C-suite leaders.

The good news is that these efforts can run in parallel with externally facing customer-experience programs, each complementing and reinforcing the other. This exercise delivers results. In our experience, redesigning customer journeys raises customer-satisfaction scores by 15 to 20 points, reduces costs to serve by 15 to 20 percent, and boosts employee engagement by 20 percent.1

This article focuses on assessing the benefits of engaging support functions in customer-centric transformations and defines the methodology and principles for leading such programs successfully.

Why transforming internal services matters
A superior customer-experience strategy goes well beyond making products and services as good as they can be. It weaves a seamless web of “customer first” activity that extends from the vision of boardroom executives to the individual actions of frontline workers in day-to-day exchanges with customers. The closer a company can align its commitment to customer-centricity with the interests of its employees, the closer it will get to achieving its customer-strategy goals.

Yet many companies struggle to align themselves internally behind these goals. Some, like banks, face security and regulatory constraints that make it hard to deliver internal services in a smooth and quick way—for instance, tight criteria for storing and sharing data limit the access of employees to multiple sources of information across locations. Worried about noncompliance, some companies place extreme limits on themselves, hurting their efforts to work efficiently, smoothly, and quickly. One bank, for example, stored all its data at the highest level of confidentiality, restricting its employees’ access to useful nonconfidential information.

At other companies, siloed organizational functions address individual touchpoints in a customer’s journey but leave no one responsible for the end-to-end experience. What’s more, in the search for efficiency and the advantages of scale effects, companies build large teams devoted to specific topics, creating silos that disconnect support functions from their users. Still other companies, which emphasize their external image and customer-experience efforts to the detriment of internal services, treat support functions not as core drivers of corporate health but as targets for cost cutting.

Such oversights can be costly. When companies fail to maximize the quality of their internal services, they disconnect the customer experience that their employees encounter at work from the one they aspire to create for their frontline people in dealing with customers. Françoise Mercadal-Delasalles, group head of corporate resources and innovation at the French bank Société Générale, says “that if you want your front-end employees to be very good at the relationship with their clients, then the core of the company, including the support functions in particular, has to be very good with the front” (see “How good is your company’s internal customer experience?”).

In short, the internal-customer experience often lags behind the external one as a top-management priority. That’s a shame because the implications for good customer service are many.
First, in our experience, the quality of internal services ultimately has a direct impact on the experience of external customers. Which customer, for example, doesn’t rely on internal services (such as IT) to define the customer relationship? At one international airline, the IT department failed to synchronize its front-office tools with a new IT infrastructure. Without correct information on flights and bookings, employees couldn’t serve their customers, and that led to massive delays and flight cancellations.
Second, in a competitive market for talented people, offering employees a seamless experience at work can be part of a company’s value proposition to attract and retain talented people. Moreover, encouraging a customer-first culture in support functions tends to inspire back-office employees with a heightened sense of ownership, which boosts their retention rates, just as it does in transformations of externally facing customer teams.
•Third, transforming the internal-customer experience will probably not only increase the satisfaction of employees but also help to cut costs by increasing productivity, eliminating inefficiencies in processes, and reducing absences. For instance, digitizing manual processes increases efficiency in a significant way and reduces wasted time for employees. In our experience, such successful transformations can cut the total cost of the journeys by 25 percent within two or three years. These savings can be reinvested in growth efforts and other projects.

Measuring and understanding internal-customer satisfaction
First and foremost, companies must understand their employees’ level and drivers of satisfaction with the working environment and services. We find that the best approach is a structured one that truly reveals the sources of satisfaction and the way to improve them. Too many companies do not measure employee satisfaction or the support functions’ performance effectively and so fail to understand the needs of the employees using these internal services. The result is a diminished opportunity to take corrective action.

Why are companies ill equipped to assess internal-customer issues properly? Some put measuring employee satisfaction in the hands of the HR department. Often, HR sends out employee-satisfaction surveys with disparate, generic questions that don’t address the forces that drive satisfaction or dissatisfaction and are disconnected from the daily experience of work. That survey-intense approach doesn’t help companies to understand the root causes of employee satisfaction and isn’t always followed by the appropriate corrective action. Employees are left frustrated.

A European bank, for example, discovered that its employees were dissatisfied with their technology and tools. To bridge the gap, it offered them tablets. Most of these devices ended up ignored in drawers because they were hard to use and full of technical glitches. The bank thus added costs without making its employees more satisfied. In the end, it generated additional frustration.

This missed opportunity highlights the need to assess in detail the drivers of internal customers’ satisfaction before finding the right levers to improve it. After launching a customer-satisfaction survey devoted to the journeys of employees, the bank concluded that they were primarily dissatisfied not with the obsolescence of the tools but rather with their complexity. Synchronizing passwords to log onto applications, for instance, would have made the employees significantly more satisfied with the hardware.

In many cases, companies choose to address their employees’ satisfaction and dissatisfaction in the wrong way. Like many diagnoses of external-customer experiences, employee-customer-experience efforts often focus on touchpoints—the individual interactions support staffers have with their colleagues—rather than on end-to-end customer journeys. That exposes a company to the possibility of failing to understand and improve its users’ satisfaction because it can’t see blind spots and misses important cross-functional issues.

Defining and measuring internal satisfaction
Measuring the satisfaction of employees with internal services ought to involve a user-centric methodology. In most cases, these efforts focus on a set of 10 to 20 journeys that are relevant because of their frequency, importance, or cost. While we illustrate this point for business-to-consumer (B2C) services (such as IT for all employees), a similar analysis is also possible for business-to-business (B2B) services (for instance, IT services for IT operators).McKinsey

Defining the journeys of employees and preparing to survey them should follow a two-step approach. First, you need to define a list of journeys to explore, filtered by the criteria above. In most cases, only ten journeys account for about 80 percent of customer-satisfaction results. These journeys are cross-functional by nature. It is therefore important that key people responsible for all departments that deliver services to employees gather to define the journeys and embrace the customer perspective. Avoid trying to define journeys within organizational silos; for instance, a journey like “I am a new employee in the firm” involves HR (to provide contracts and validations), the purchasing office (to produce badges), the real-estate department (to secure an office), IT (to deliver hardware and software), finance (to share bank-account documentation), and so on.

Next, to ensure that the list is complete and representative, test it with employees who use these internal services. To survey employees about the fine-grained elements of journeys, it is important to surface the details. In fact, the objective of surveying employees about their satisfaction with internal journeys is not just to assess it. Above all, this effort aims to understand the elements that drive satisfaction or dissatisfaction with the journeys and in this way to identify and establish priorities for transforming them. To do so, the detailing exercise should break down the steps employees go through during these journeys, with input from those who operate them and those who use them. Live observation of the journeys should be part of the effort.

Analyzing the ratings and feedback gathered through the survey will help companies to understand:
•what really influences employees’ satisfaction with internal services
•the level of satisfaction with each of the journeys
•what drives satisfaction or dissatisfaction with each journey

These findings will determine the priority areas for an effort to transform the internal-customer experience. They will also help companies to avoid complex efforts that won’t be rewarded.

A European insurance company, for example, took more than a year to develop a comprehensive employee portal that aggregated all links to internal requests and information about support functions. The IT team led the effort but didn’t analyze the needs of internal customers, test features with the user base, or provide training on how to use them. After releasing the portal, employees were not using it at all, because it was complex and required several passwords for access. After a structured internal-customer-centric transformation, the company refocused its efforts on improving journeys that mattered more to employees. As a result, their satisfaction with internal services increased significantly.

What do employees want?
Over the course of conducting several internal-customer-experience surveys at large companies, we have drawn some conclusions about the major areas of dissatisfaction employees experience with internal services.

Among them:
•the availability and clarity of information
•the overall time needed to complete tasks required by support functions
•the effort required to go through processes involving support functions

Our research has also helped us compile data on categories of employee needs and sources of satisfaction and to develop a hierarchy of what employees want from customer-centric organizations. The more advanced a company is in its customer-centric thinking, the more likely it is that the determinants of employee satisfaction will evolve from basic courtesy by the staff to the availability and timely delivery of information and, finally, to an enjoyable and seamless experience resolving problems and issues on the first swipe.McKInsey 2

Key success factors for conducting an internal-customer-centric transformation

As with any customer-centric transformation, an internal-user-centric one requires organizations to put in place design and governance prerequisites:

One is establishing the right overall architecture—setting a clear and aspiring vision, including a change story; drawing up a governance blueprint; drafting an initiative road map; and aligning the organization on metrics and objectives. In addition, to change mind-sets and behavior and to ensure that the whole organization works to give internal customers an outstanding experience, the company must develop and implement purpose-driven change-management principles defining a new way to work.

Another prerequisite is setting up cross-functional transformation teams representing all functions and departments involved in internal-customer journeys. To be autonomous and to test all relevant ideas in a risk-free environment, the teams must run the transformation by defining their own rules and scoping out activities they could not undertake if operating in a regular day-to-day environment.

Besides the traditional key success factors encountered in customer-centric transformations generally, our experience running internal-customer-centric transformations has highlighted factors specific to them:

Managing a cultural transition to refocus support functions on the customer. Although frontline employees are constantly in touch with customers, the support functions may well have become increasingly disconnected from them and developed their own purposes and motivations, detached from the company’s. To refocus support functions on the customer, organizations should mobilize a range of outreach efforts. These include creating an understanding of and a commitment to the need to increase internal-customer satisfaction; reinforcing internal-customer-satisfaction mechanisms, including customer-feedback loops and incentives; building the skills and capabilities required to deliver services for internal customers; and modeling desired behavior by the heads of support functions to demonstrate the importance of the internal-customer experience.

A bank, for instance, tried to encourage a customer-centric transformation of its support functions without stimulating this kind of cultural transition. By failing to create a sense of common purpose and aspiration, the bank also failed to engage its employees. The result was only small-scale progress.

Building strong links between the support units and the business to ensure alignment of interests and close collaboration. One manufacturer pursued a customer-centric transformation of the information-technology department by putting in place intermediary roles between IT and the business, to serve as an interface between them. The result: the IT teams became disconnected from the business, while the intermediaries didn’t convey messages from the business to IT and vice versa effectively. By removing these roles, reestablishing direct links between the two entities, developing tools better suited to the needs of employees, and including them at all stages of product development, the company significantly increased the satisfaction of the business and IT operators alike.

Giving support units direct contact with internal and external customer feedback relevant to their actions. A private bank ran the customer-centric transformation of the frontline and support functions in parallel. Employees of the support functions attended “client arenas,” where clients shared their experience of and feelings about their relationship with the bank. During these meetings, clients complained about constraints on activities (such as making some transactions) because of multiple restrictive compliance requirements. This was a decisive moment for the compliance function, which had resisted interacting with clients in the past. By standing in the shoes of the clients, the compliance team changed its purpose from acting solely to protect the bank to providing a smooth customer experience while continuing to play its protective role.

Companies hoping to tap into the competitive advantages of a superior customer experience would do well to look inward as well as outward. Including employees in a culture of customer-centric thinking is a powerful way to build not only organizational loyalty but also effective outreach to end customers.

Source: McKinsey.com, May 2017
By Sylvie Bardaune, Sébastien Lacroix, and Nicolas Maechler.
About the authors: Sylvie Bardaune is a consultant in McKinsey’s Paris office, where Sébastien Lacroix and Nicolas Maechler are partners.

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Här är fyra heta trender chefer bör ha koll på

Posted in Aktuellt, Leadership / Ledarskap on May 22nd, 2017 by admin

Talangrekrytering genom spel eller en snabbfotad organisation. Det är några av trenderna inom nordisk personalpolitik – som kan förändra arbetsmarknaden i framtiden.

Det är drygt 10 000 företagsledare och HR-chefer som har fått lista de viktigaste frågorna och hetaste trenderna inom personalpolitik. Nu har konsultfirman Deloitte sammanställt svaren till en nordisk rapport, vilket Dagens Industri först skrev om.
Här är 4 av trenderna du som chef bör ha koll på:

1) Framtidens organisationsmodell
Klart hetast på listan. Nio av tio chefer i Norden tycker det är väldigt viktigt med en organisation som är redo för framtiden. Lika många av cheferna är övertygade om att branschen de verkar inom talentkommer förändras av digital teknik. Därför tror cheferna att snabbhet och flexibilitet är viktigast för att skapa framgång i en organisation i framtiden.Hur det ska lösas? Genom minskad hierarki och starka interna nätverk, skriver Deloitte.

2) Karriärutveckling
Den näst hetaste trenden på listan är karriärutveckling för medarbetarna. När unga ska välja ny arbetsgivare är möjligheterna att växa ett av de viktigaste kriterierna. Samtidigt förändras och föråldras äldre medarbetares kunskaper snabbar i dag vilket ställer högre krav på att det finns utrymme att utvecklas på arbetsplatsen.

3) Nya generationens digitala chef
Digitaliseringen förenklar mycket, men ställer också nya krav på chefer och ledares agerande. Du som chef måste våga ta fler risker. Därför är ett råd i rapporten att det ska vara tydligt vem som ansvarar för att ta fram nya digitala ledare. Ett förslag är att tidigt befordra unga medarbetare.

4) Talangrekrytering
I dag är det allt vanligare att talangen själv hittar sin nya arbetsgivare än tvärtom. Därför är företagets varumärke viktigt för att ha en stor attraktionskraft bland unga. För att hitta rätt personer är det trendigt att under rekryteringsprocessen skapa en relation med kandidaten – inte sällan med tekniska hjälpmedel som spel och video.

Källa: Chef.se, april 2017
Författare: Gustaf Nilsson
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New managers need a philosophy about how they’ll lead

Posted in Leadership / Ledarskap, Uncategorized on May 16th, 2017 by admin

Being promoted to manager is a good sign you’ve been successful to date — however, the road from this point forward gets trickier to navigate. Your job is no longer just about getting the work done. You’re more likely now to find yourself juggling conflicting demands, delivering difficult messages, and addressing performance problems. While there is no guidebook of straightforward answers to your new challenges, having a clear philosophy can provide a firm foundation from which to operate.

With respect to your career, a philosophy is simply a cohesive way of thinking about your role. Very few people take the time to establish one. Most managers live in a reactive mode, responding to issues based on gut feelings, past experiences, and examples set by others. The success or failure of this approach is often determined by your temperament (some people are naturally more gifted managers than others) and the caliber of your role models—two factors largely out of your control. Whether you’ve been lucky in these areas or not, having a core philosophy can help guide you through the day-to-day and the job’s tougher moments.

The idea of “servant leadership” is a great place for new managers to start. Robert Greenleaf coined the term 35 years ago, but the concept is still vital and empowering. Granted, “servant” doesn’t sound nearly as powerful as “boss,” but it has the potential to deliver far more of what most of us are really after: influence. The reason is SEPT15_15_502572309simple. When you have a servant mentality, it’s not about you. Removing self-interest and personal glory from your motivation on the job is the single most important thing you can do to inspire trust. When you focus first on the success of your organization and your team, it comes through clearly. You ask more questions, listen more carefully, and actively value others’ needs and contributions. The result is more thoughtful, balanced decisions. People who become known for inclusiveness and smart decisions tend to develop influence far more consistently than those who believe they have all the answers.

Servant leadership is most powerful when applied to managing employees. The first step in embracing this mindset is to stop thinking that your employees work for you. Instead, hold onto the idea that they work for the organization and for themselves. Your role as servant is to facilitate the relationship between each employee and the organization. Ask yourself, “What will it take for this employee to be successful in this relationship?” And, “What does the organization need to provide in order to hold up its end of the bargain?” When these questions drive your thinking, you advance both parties’ interests. (The same principles apply to managing products, supply chains, and customer relationships, but we’ll keep our focus on employees here.)

Does servant leadership prohibit telling people what to do or correcting their behavior? On the contrary, it means that you must do these things to facilitate an individual’s success within the organization. The key is that your mind is in “servant mode” when you perform the daily tasks of management.

For instance, assigning work should be a thoughtful process that balances business goals with an individual’s interest, skills, and development needs. Not every routine task has to be so thoroughly considered. But whenever significant assignments are made, putting them into context maximizes their impact. An employee who understands why she has been asked to do something is far more likely to assume true ownership for the assignment. When she owns it, you become more guide than director. You ask how you can support her and how she would like to report progress rather than tell her these things. An employee who believes her boss understands her strengths, values her input, and encourages her growth is likely to stick around for the long-term.

Clearly, the servant approach to assigning tasks requires more thought and preparation than simply dishing them out. It takes time. But remember that you are actually multitasking—you are making sure the work gets done while simultaneously strengthening the individual’s relationship with the organization.

Adopting the servant philosophy should also make it easier to provide corrective feedback. You are merely a facilitator, and facilitators aren’t angry, frustrated, or resentful when they deliver feedback, because it isn’t about them—it’s about the relationship between the two other parties. For that reason, exercising the servant frame of mind makes development conversations feel less personal. You aren’t disappointed in your employee’s actions; you are simply explaining how they get in the way of what he’s trying to accomplish for himself and the organization. When your only agenda is setting someone else up for success, your words tend to be received more openly. True upset happens when either party’s interests are allowed to suffer over time without intervention. It must be the manager’s primary concern to balance those interests.

By definition, developing a reputation takes time. However, when you are consistent with the servant approach, people know what to expect from you and trust ensues. Trust, combined with the smart, inclusive decision-making discussed earlier is a surefire way of gaining influence.

We’ve just scratched the surface of the many challenges that you will confront as a first-time manager. There is simply no way to anticipate them all. But a core servant leadership philosophy will provide critical guideposts to help you manage in real time. Whatever your temperament, a serving mindset will keep you out of the reactive and self-protective patterns that can impede your success. Servant leadership may not appeal to those who are attracted to a more traditional idea of power, but it should be the choice of those interested in influence and results.

Source: Harvard Business Review, May 2017
Author: Carol A. Walker
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Why good board fails (part 3)

Posted in Aktuellt, Board work / Styrelsearbete, Executive Coaching on May 8th, 2017 by admin

Not knowing “The Rules”

Every corporation is unique. Understanding the corporation’s constitution, both the “formal” and “informal” rules and the Board and organisational policies, procedures and protocols takes time. I have yet to serve on two Boards that are similar. Every Board and every corporation is substantially unique.

Attempting to follow practices and procedures you know from previous Board experiences may not fit the culture and environment of the next Board you sit on. In a one-on-one interview with a new Board Director of an Industrial/Construction Corporation, the leader described how he had historically taken the habit of walking around prior to Board meetings; informal chats, a quick coffee with the CFO, a couple of phrases exchanged with the COO, a brief conversation with receptionists. When he attempted this in a new, culturally-different organisation, he was finally taken aside by a fellow Board member who explained the cultural implications and the negative perception that his “constant spying” was having on the Executive. This was resolved by scheduling formal appointments, over coffee, and once the trust had been established, he received complaints from the individuals who he may have missed having coffee with at subsequent Board meetings. He did, however, learn a substantial amount about the organisation and its internal “rules” and workings which aided in making him a better Board Member.

Source: Stanton Chace, April 2017
Link

Det här lockar unga talanger till ert företag!

Posted in Aktuellt, Allmänt, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on May 2nd, 2017 by admin

Förmåner som hög lön och tjänstebil räcker inte.
Här är fyra mer oväntade sätt som kan locka talanger till ert företag.

I dag jobbar var tredje anställd svensk regelbundet på distans. Med hjälp av laptop, smartphone eller surfplatta samt bra molntjänster och digitala verktyg kan vi samarbeta smidigt – oavsett var kollegorna befinner sig.
– Om tio år kommer distansarbete att vara betydligt vanligare, säger Oscar Varga, Eurofound, en av författarna bakom en ny rapport om distansarbete i EU, ”Working anytime, anywhere”.

Den generation som kommer ut på arbetsmarknaden inom de närmsta tio åren kan nämligen hantera den digitala tekniken på ett helt nytt och mer självständigt sätt, menar författarna till rapporten.

Johanna Håkansson, HR Manager på Telenor Företag, ser en tydlig trend bland dessa unga: De som söker jobb i dag – särskilt de mest ambitiösa och eftertraktade – ställer större krav på arbetsgivaren än vad deras föräldrar gjorde.
– De funderar mer på vad arbetsgivaren kan göra för dem för att de ska hitta en bra balans mellan arbetet och sina fritidsintressen. De vill ha en större frihet att utföra sina arbetsuppgifter på tider som passar dem. Att de får bra digitala arbetsverktyg och vettiga tjänster kopplade till verktygen tar de för givet.

ladda ned (2)
Många arbetsgivare har hittills lockat till sig de främsta talangerna mycket tack vare sitt varumärke. Men nu räcker det inte med att erbjuda en hög lön och karriärmöjligheter – det måste till något mer, enligt Johanna Håkansson:
– Lön är fortfarande betydelsefullt, men viktigare är att medarbetaren ser möjligheter att själv styra över sin utveckling på företaget.

Till de företag som på allvar vill konkurrera om de bästa talangerna har hon följande råd:

1. Snabb och tät återkoppling
Skapa en ledarkultur som präglas av närvaro, coachning och snabb återkoppling. Unga är vana vid att få en omedelbar feedback, exempelvis i social medier, och ser denna regelbundna respons som en självklarhet.

2. Palett av utbildningar
Se till att era medarbetare har möjlighet att snabbt lära sig nya saker, på flera olika nivåer. Dels att det finns löpande utbildningar för den personliga utvecklingen, kombinerat med exempelvis ett mentorskap. Dels att det finns chans till kompetensutveckling, till exempel i hur man hanterar nya digitala verktyg och tjänster.

3. Miljö och värdegrund som matchar ett modernt arbetssätt
Om ni erbjuder möjligheten till ett friare arbetssätt så tänk på att anpassa både arbetsmiljön och företagets värdegrund till detta. Tänk exempelvis igenom hur kontoret är utformat – skapa kreativa rum, olika zoner och så vidare. Och tänk på hur ni beter er mot varandra i vardagen så att det blir både acceptabelt och hållbart att arbeta mer flexibelt för alla som vill det.

4. Digital infrastruktur – anpassad till just er arbetsplats
Hur bygger man en effektiv digital infrastruktur? Vilka tjänster och verktyg kan underlätta arbetet och samarbetet på just ert företag – och göra det mer attraktivt?

Källa: DI.se, maj 2017
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