75% läser jobbmail på semestern. Hur gör Du?

Posted in Aktuellt, Allmänt on June 29th, 2018 by admin

Sola, bada och… arbeta. Så ser semesterplanerna ut för många svenskar. Men om du verkligen måste jobba på semestern – se till att göra det smart.

Semester innebär inte bara skön avkoppling och lata dagar. För många väntar också en del arbete under årets varmaste månader. Färska siffror från Digitala livet visar att 73 procent kollar av sin jobbmejl under semestern. En av fyra gör det så ofta som flera gånger om dagen.

Lika många, alltså 25 procent, kan helt enkelt inte släppa taget om jobbet under ledigheten, enligt en undersökning som TNS Sifo har gjort på uppdrag av TDC.

En anledning till att så många har svårt att släppa jobbet under semestern kan vara den ökade digitaliseringen och tillgängligheten. En annan står sannolikt att finna i en obalans mellan arbete och fritid.

– För vissa yrkeskategorier som verkligen använder tekniken är det en enormt stor frihet och flexibilitet att man kan jobba var som helst. Det är ju fantastiskt, säger Per Larsson, talesperson i psykosociala frågor på Previa, till Aftonbladet.

Att vara uppkopplad, tillgänglig och jobba lite under semestern behöver inte var fel eller dåligt. Det är hur vi lägger upp arbetet under ledigheten som spelar roll.

– Det viktiga är att vara medveten om det man gör och avsätter tid för sig själv, säger stressforskaren Constanze Leineweber till Digitala livet.

Hur ska man tänka och göra för att få den så viktiga återhämtningen trots att man behöver eller måste jobba lite under ledigheten? Här är experternas bästa tips:
1. Bestäm själv
Sträva efter att själv styra när du ska och vill jobba. Mentalt är det stor skillnad på att själv välja själv och att känna krav på att jobba efter ett telefonsamtal eller mejl.
2. Gå på känsla
Låt känslan avgöra om du ska släppa allt under semestern eller om du ska jobba lite för att hålla stressen för vad som väntar efteråt borta.
3. Sätt gränser
Dra tydliga gränser mellan ledig tid och arbete under semestern. Avsätt tid när du fokuserar på att läsa mejl eller beta av någon arbetsuppgift istället för att låta det flyta ihop. Sträva också efter att göra en sak i taget när du väl jobbar.
4. Tydliga riktlinjer
Prata med din chef så att du vet om, eller hur mycket, du förväntas vara tillgänglig eller jobba under semestern. På så sätt slipper du gå omkring med dåligt samvete över saker som du kanske inte ens förväntas göra.
5. Använd autosvar
Aktivera autosvar på mejlen och prata in ett meddelande på ditt mobilsvar där du talar om att du har semester. Då är chanserna större att dina kollegor och kunder kommer att respektera din ledighet.
6. Less is more
Kom ihåg att du ska hinna återhämta dig under semestern. Boka därför inte upp hela ledigheten med aktiviteter och äventyr. Spara lite tid till lata dagar också.

Källa:Sälj & Ledarskap, juni 2018
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The 3 things about innovation every leader should know

Posted in Aktuellt, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on June 26th, 2018 by admin

Bill wasn’t the first Chief Innovation Officer I’d met who was distressed by innovation, but he was the most colorful.
“The market for innovation consulting feels like a gold rush,” he said. “There’s a lot of dumb money spent chasing bad ideas. In five years everyone will know the good from the bad, but I can’t afford to wait five years. I don’t have dumb money to waste.”

Bill’s sentiment, as it turns out, is quite common. Even by today’s frenetic standards, the explosion of “Innovation” catchphrases is blistering. Design Thinking. Lean Start Up. Agile Innovation. Disruptive Innovation. Boxes and Whitespaces. Future Back—these are just a few of the offers on hand. And more are on the way, fueled by a mass of enthusiastic experts, academics, and gurus. In principle each offer has merit. In practice the cacophony is sowing confusion and misalignment in many departments and organizations. It makes “innovation” more difficult than it needs to be. So here are three things that you, as a leader focused on developing your organization’s capacity for innovation, need to know to take the mystery and misery out of innovation at your firm. And to set your business up for success.

How to Start Innovation Leadership
1. Innovation is an approach to finding and solving problems in new ways under conditions of uncertainty

Details: At the core, “Innovation” (regardless of the word you use to define it) is just another tool in a ’s toolkit for solving a certain type of problem: Typically, a problem for which either no solution currently exists, or for which a radical new approach is warranted. Examples of this include: How might we get a quantum reduction in our freight cost per unit? How might we re-imagine the way our partners grow revenues inside an account? How might we re-invent the insurance buying experience?

Implications: When you define Innovation as an approach to problem solving, it forces your team to begin with an important question: What is the problem we are trying to solve for which we believe ‘Innovation’ is the solution? From here you can be thoughtful about whether you are solving a problem that actually matters for the firm, and whether “innovation” is actually the right approach to use.

2. Your Innovation Strategy must be designed to advance your Firm Strategy, or else it may retard it.

Details: If your company is like many companies we work with, innovation is happening in disparate pockets, headed by a variety of disparate teams and “centers of excellence,” cultivated in disparate initiaves and “Jams,” and learning is collected in disparate places, if it is collected at all. Waste is rampant. Links to the company strategy are sporadic, or unclear. And, in the absence of a clearly defined innovation strategy, your people didn’t have a choice but to do it this way.

Implications: A cogent innovation strategy is a set of choices about where and how to allocate time and energy towards innovation in the pursuit of overall company’s goals. To execute an innovation strategy successfully, leaders must identify and communicate clearly what type of innovation they want from their people, and to what end: how those efforts are tied to the firm’s vision, strategy, and objectives.

3. Every competitor is using the same innovation methods as you – but the methods are not the issue.

For those worried about falling behind their opponents when it comes to innovation, the good news is that most of your competitors are using the same techniques as you are. (In fact, any innovation vendor/consultant who is intellectually honest will tell you that 90% of what they teach is re-branding of ideas that have been around since the 1950s). The bad news is that the techniques are not the issue. The real issue is your leaders’ mindset and willingness to create an environment in which the techniques can be used in the first place. We know from behavioral economics research that resistance to innovation can be high among many of your individual managers and leaders, Left unaddressed, this resistance will retard or even destroy your innovation ambitions.

Implications: Building the leadership capacity for innovation deserves your attention. Before you start to look at techniques or technology, you should evaluate the personal capabilities of the leaders responsible for creating the environment in which your people would use them. Leader by leader, ask: Does the leader love learning and experimentation, or deride it? Do they believe in the science of diversity and Idea flow, or do they see success coming from inward focus and regressive, blinkered thinking? Do they embrace uncertainty, or flee from it? Do they multiply the creativity of the people around them, or squash it and tell them to get back to work? These are the fundamental questions that must before answered and addressed if any innovation model or approach is to have a chance of sticking and surviving.

In summary, Innovation is here to stay. The way you define, develop, and use innovation in your firm will have profound implications for how work gets done, and the results you see. And so, clearly defining innovation as a problem-solving approach, tying it to the company strategy, and working out the leadership component are three steps you should take up front that will reduce much mystery and misery later.

Source: BTS.com, 2018
Link
By: Peter Mulford, Executive Vice President & Head of Innovation at BTS

Can being overconfident make you a better leader?

Posted in Aktuellt, Leadership / Ledarskap on June 19th, 2018 by admin

When Apple CEO Steve Jobs approached AT&T about partnering on a new kind of mobile phone — a touchscreen computer that would fit in your pocket — Apple had no expertise in the mobile market. Yet AT&T executives quickly came to believe so strongly in Job’s vision that they skipped internal process protocols to land the deal. Randall Stephenson, then CEO of AT&T, famously said, “I told people you weren’t betting on a device. You were betting on Steve Jobs.” Apple went on to secure massive commitments from AT&T’s suppliers, who spent hundreds of millions to build factories for iPhone-specific parts.

Most of us think of overconfidence as a bad thing. Daniel Kahneman, the 2002 Nobel prize laureate and psychologist, has said that if he had a magic wand, he’d eliminate it. And for good reason — research has shown that when overconfidence permeates the upper levels of management, companies may fail to choose the best investment policies or engage in reckless and damaging acquisitions.

Yet stories like the one above about Steve Jobs made us wonder: might there be some hidden benefits to overconfidence in the context of corporate leadership? To study it more closely, we examined 1,921 U.S. companies over the period from 1993 to 2011, asking the following question: Is there systematic evidence that overconfident CEOs are indeed better leaders?

All CEOs are surely exceptionally confident individuals. To make it to the top of an organization requires not only talent, but also extreme self-belief and confidence. Our first challenge was to answer the question: How do we separate the merely confident managers from the overconfident variety?

We quantify overconfidence by tracking the CEO’s vested-in-the-money stock options. This is a common approach in academic literature. In theory, a CEO should exercise these options for the purpose of wealth diversification. CEOs who don’t are likely to be excessively optimistic about their company’s future. By hanging on to these vested stock options, these CEOs are personally under-diversified and face the risk of great financial losses if their stock price were to fall. Only the most overconfident CEOs would have such strong belief in their abilities that they are willing to excessively risk their personal wealth.

We also had to figure out how to measure leadership, a trickier question. Leadership has many dimensions, but as financial economists, we define leadership as the ability of a leader to motivate greater effort from key stakeholders. In the modern corporate world, leadership is distinct from the formal authority of instructing subordinates to perform certain actions. Instead, great corporate leaders are able to motivate and inspire their employees to go the extra mile. Such CEOs may even be able to reach beyond the boundaries of their firm and engage external suppliers to make major investments to support their vision. For example, for a company with almost no manufacturing capacity of its own, the iPhone could not exist without heavy commitments from key suppliers. There was also no way that Apple could have met its tight product timelines, or kept its products shrouded in secrecy until launch, without fierce commitments from its employees.

We predicted that managerial overconfidence might help leaders gain greater effort from stakeholders like employees and suppliers. An overconfident CEO may have more skin in the game — by putting his personal wealth at stake, he demonstrates his strong belief in the firm’s future prospects (think of Elon Musk’s all-or-nothing compensation plan). In turn, he might be committed to work harder (Steve Jobs was known for his maniacal attention to detail, down to the shade of color on an app) or be more likely to lead from the front (his famous product unveilings). These kinds of behaviors may, in turn, inspire greater commitment from others. To test this, we took a closer look at employee and supplier behavior in firms that were run by overconfident CEOs.

To measure employee commitment, we looked at two factors. First, we measured employee tenure, on the theory that employees that are committed to their companies are more likely to stay longer. Second, we looked at how much company stock employees held in their retirement plans, since employees who believe in their companies and the vision of their leaders may be more likely to hold more company stock.

Our findings supported our hypotheses. We found that firms led by overconfident CEOs are associated with significantly lower employee turnover, and that employees at firms led by overconfident CEOs allocated a greater fraction of assets in their retirement benefit plans to company stock. Both findings suggest that employees not only commit their human capital longer, but also put their personal wealth at stake to follow their employers’ leadership.

Our analysis also showed that overconfident CEOs are more likely to develop relationships with key suppliers, and that these relationships with suppliers tend to last longer than average. Moreover, CEOs are better able to secure supplier commitments when such inputs are particularly valuable to the firm. Overconfident CEOs are better able to induce the development of specialty inputs requiring R&D that are specific to their company’s needs. As such, our findings are consistent with research showing that overconfident CEOs are better innovators.

Steve Jobs was known for having a “reality distortion field” — such confidence in his ideas and unrealistic timelines that he was able to sell them to employees, suppliers, and investors. Our research suggests that the reality distortion field is real. At least in the corporate world, there may be a bright side to overconfidence: it can increase the commitment of other people to your venture.

Source: HBR.org, Harvard Business Review
Authors: T. Mandy Tham, Kenny Phua and Chishen Wei

Hotet mot styrelseproffsen

Posted in Aktuellt, Board work / Styrelsearbete on June 14th, 2018 by admin

Nio av tio styrelseproffs kommer att ta färre styrelseuppdrag på grund av förbudet mot att fakturera arvodet från eget bolag, visar en undersökning. Förbudet har redan lett till att fler bolag har infört rörlig ersättning till styrelseledamöter, hävdar man.

I juni 2017 kom en dom från Högsta förvaltningsdomstolen, HFD, som kastade om skattereglerna för styrelsearvoden, vilket Di har skrivit om tidigare.

Tidigare har styrelseproffs kunnat fakturera från egna bolag och därmed inte bara fått en lägre skatt utan även haft möjlighet att genom bolaget exempelvis teckna tjänstepensionsavtal och sjukförsäkring samt göra avdrag för arbetsrelaterade kostnader.

Men den möjligheten har HFD satt stopp för. Domstolen anser att styrelseledamöters ansvar är personligt och att arvodet därför måste beskattas som inkomst av tjänst.

Det här kan få stora konsekvenser, visar en enkätundersökning som har gjorts av Styrelseakademien, Ersättningsakademin och konsultfirman Novare Pay.

I undersökningen svarade 967 styrelseledamöter på frågan om det är sannolikt att de åtar sig färre styrelseuppdrag när det inte längre finns möjlighet att fakturera arvodet.

Drygt 80 procent svarade ja. Vad gäller styrelseproffs, definierat som personer med minst tre styrelseuppdrag, var motsvarande siffra 90 procent.

39 procent uppger att de kommer att banta uppdragsportföljen “på kort sikt”.

Enligt Andreas Lauritzen, ledamot i Ersättningsakademien och delägare i Novare Pay, handlar det om att de här personerna behöver frigöra tid till andra uppdrag som går att fakturera.

“De tänker alltså minska antalet styrelseuppdrag för att göra plats för konsultjobb av annan karaktär”, säger han.

Andreas Lauritzen ser det här som slutet för yrkeskategorin styrelseproffs i Sverige, som enligt Styrelseakademiens uppskattning består av cirka 1000 personer.

“För att vara det måste man kunna uppbära sina egna levnadskostnader, och den här nya tolkningen gör att man bara får fragment av anställningar”, säger han.

”Det är det som är det praktiska problemet – nu kan du inte stapla de här fakturorna i ett eget bolag där du tar ut en lön, har dina försäkringar och tar dina driftskostnader. Domen har fått effekten att den omöjliggör den här professionen.”

Risken är att framför allt små och medelstora företag dräneras på kompetens och erfarenhet.

“Det är brist på den här typen av erfarenhet, så när de här individerna minskar sina styrelseengagemang blir det en resurs- eller kunskapsförsvagning i företagen och företagens styrelserum. Det är det vi ser som det mest negativa i detta”, säger Andreas Lauritzen.

Dessutom kan det försvaga jämställdheten i styrelserummen.

“Majoriteten av de professionellt arbetande styrelseledamöterna är kvinnor, och det har varit en drivande kraft bakom att Sverige förra året var snubblande nära att nå upp till att 40 procent av ledamöterna är kvinnor”, säger Andreas Lauritzen.

Ett sätt för bolag att behålla kompetensen hos de som väljer att lämna styrelsen är att i stället anlita dem som rådgivande konsulter, eftersom det då är fritt fram att fakturera från eget bolag.

Därmed finns anledning att tro att informella rådgivande organ, så kallade advisory boards, kommer att bli vanligare i svenska företag.

“Vi ser redan nu att den här advisory board-funktionen används i större utsträckning”, säger Andreas Lauritzen.

Risken, enligt honom, är att delar av det strategiska beslutsfattande som traditionellt sköts av styrelse förflyttas till ett oreglerat organ som ligger utanför ramen för traditionell svensk ägarstyrning och saknar styrelsens formella ansvar.

Ytterligare en trolig konsekvens av faktureringsförbudet är att det blir vanligare med rörliga ersättningar till styrelseledamöter, hävdar han. Redan vid årets stämmor ökade antalet bolag på Stockholmsbörsen som ger styrelsen aktier eller optioner som en del av arvodet.

“Vi har anledning att tro att det redan i år var några bolag som införde program som även omfattade styrelsen på grund av den här regeln, och genom de diskussioner som vi har med företagen och individer som påverkas av det här har vi anledning att tro att det kommer att bli ännu vanligare”, säger Andreas Lauritzen.

Rörlig ersättning till styrelsen är samtidigt kontroversiellt eftersom det innebär en intressekonflikt när de som konstruerar och beslutar om bolagens incitamentsprogram samtidigt deltar i dem.

Flera tunga svenska institutionella investerare motsätter sig också rörlig styrelseersättning.

Källa: DI.se, 14 juni 2018
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How to make your team R.O.C.K. (“all about working together”)

Posted in Aktuellt, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on June 12th, 2018 by admin

To learn about teamwork, management gurus tend to study collaboration in companies. Most don’t consider rock ‘n’ roll groups as an appropriate venue for studying teams. After all, what is a life in rock ‘n’ roll if not a quest to escape the 9 to 5?

As the CEO of Rock ‘n’ Roll Fantasy Camp (David) and part-time musician and Senior Partner at McKinsey & Company (Scott), we’ve observed that the best bands – the ones that last – achieve levels of teamwork and collaboration that business leaders would envy.

This makes sense. You must learn to work together if you’re going to spend life together on the road (imagine taking your team on a nine-month offsite!) and regularly “innovate” a new product every year or so for fickle customers with endless choice. Success at the end of the day, as Judas Priest’s lead singer Rob Halford put it, is “all about working together.”

We asked rockers who work with Rock ‘n’ Roll Fantasy Camp’s “Team Rock” corporate team-building program what they consider the most important lessons corporate leaders can learn from their experience. Here are their insights (shared in a framework intended to be as memorable as the chorus of your favorite rock anthem!):

R: Role clarity: Heart’s Nancy Wilson, who has sold over 35 million albums in her career, explains: “Staying relevant in music is like in marriage, you have to renew your vows every few years. Everyone has to understand and commit to what their role is, and they have to do it well. I play guitar, and I’m expected to play guitar well; it’s not a prop! At the same time, you can’t expect others to do things they can’t do. Great bands figure out each other’s relative strengths and weaknesses and members play their roles accordingly.”

O: Objective setting: Paul Stanley from Kiss, among the highest selling rock ‘n’ roll acts of all time, shares: “Success doesn’t happen by chance. Without big goals, you’ll never make it big. At the same time, breaking the journey down into smaller, manageable goals on the way to the big picture makes those larger goals feel achievable. Those small victories start to accumulate, build momentum, and, in time, what may have felt impossible at the start becomes reality.”

C: Communication: Roger Daltrey of The Who, one of the 20th century’s most influential rock bands, reflects: “Communication is fundamental to the success of a band – it’s the lifeblood. When things start to go off the rails, it’s not going to come back without good communications. And if the band doesn’t communicate well with each other, they’ll never be able to connect with their audience. Keep it simple and straightforward, be respectful but honest with each other. Then you’re building on a strong foundation.”

K: Killer attitude: (Yes, by “killer” we mean “excellent” – that’s rock ‘n’ roll!) Singer and guitarist Sammy Hagar, with 25 platinum album certifications, describes: “The biggest thing that gets in the way of teamwork in a band is ego. When someone, or everyone, thinks their ‘thing’ is the most important thing, it all falls apart. The great professionals and greatest bandmates are confident in their abilities and humble enough to work to build others up, and themselves be open to learning. When this happens, there is mutual respect. When mutual respect is there, magic can happen.”

The last word goes to Ed Oates, Oracle’s co-founder and a guitarist, who sums it up well: “In a band you’ve got different people with different attitudes and skills coming together to achieve a common goal. When it works, the outcome is greater than the sum of the parts. It’s far more than just five individual stars. It’s the same in business – it’s that kind of teamwork that’s behind sustainable success.”

As it comes to teamwork, then let us say – and say it loud, “Let there be R.O.C.K.”

Source: McKinsey.com, 31 May 2018
Authors: David Fishof and Scott Keller
About the authors: David Fishof is the founder and CEO of Rock ‘n’ Roll Fantasy Camp, and author of “Rock Your Business: What You and Your Company Can Learn From the Business of Rock and Roll.” Scott Keller is a senior partner at McKinsey & Company and co-author of “Leading Organizations: Ten Timeless Truths” and “Beyond Performance: How Great Companies Create Ultimate Competitive Advantage.”

Succéförfattarens tips: Kasta ut dåliga chefer

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on June 11th, 2018 by admin

De senaste åren har Thomas Erikson skördat stora försäljningsframgångar med sina “Omgiven av”-böcker och inleder nu en närmast utsåld föredragsturné.

”Intresset för de här frågorna har nog funnits länge, men jag försökte göra det lättillgängligt och då upptäckte ännu fler hur spännande det här är”, säger han.

2014 släppte Thomas Erikson ”Omgiven av idioter”. Han finansierade släppet själv och hade med sig boken på sina föreläsningar som ”ett visitkort”.

”Vi tryckte 3.000 exemplar och tänkte att vi nog tog i. Jag höll på i ett år innan det började lyfta. Många sa att det var jag som var idioten, att folk inte ville läsa det där och dessutom var boken rätt ful. Jag tänkte att nej, jag ska ge det en chans”.

Fyra år senare har boken sålt i över 500.000 exemplar och översatts till 26 språk. En uppföljare, ”Omgiven av psykopater”, kom ut i fjol och biljetter till Thomas Eriksons föredragsturné säljer slut i rekordfart och nya tillfällen sätts in.

Thomas Erikson bolag, TE-AM AB, har sett omsättningen skjuta i höjden efter böckernas succé. 2014, när den första av de två böckerna släpptes, omsatte bolaget 557.000 kronor. Nu, tre år senare, omsätter bolaget åtta gånger mer: 4,5 miljoner, visar 2017 års bokföring.

“Prognosen ser fin ut och jag kommer bland annat anställa flera personer under kommande period. Jag håller på att starta upp nya affärsområden inom bolaget och rekrytering pågår i samtliga av dessa”, säger han om bolagets framtida utveckling.

Framgångsreceptet tror han är hans förmåga att förklara svåra saker på ett enkelt sätt.

”Jag har fått ovationer från både psykologer och professorer, men även en del kritik från de som säger att Marstons teorier inte är evidensbaserade. Och jag säger inte att mänskligt beteende är enkelt, men vi måste börja någonstans. Vissa vill inte förstå eller tänker inte förstå, men det är inte de jag pratar till. Jag pratar till de som är intresserade och som vill lära sig. Att hävda att jag inte visar hela bilden för människor, det är att idiotförklara läsarna. Folk fattar faktiskt att det finns mer bakom det här.”

William Moulton Marston var en amerikansk psykolog och upphovsman till den så kallade DISC-teorin som Thomas Erikson använder sig av. I den delas människor in i fyra personlighetstyper som symboliseras av olika färger.

Att intresset är stort för de här frågorna märks inte bara i försäljningen av Thomas Eriksons böcker. I höst är 15 av 19 föredrag utsålda runt om i landet med flera extrainsatta kvällar i Stockholm och Göteborg. På frågan om han sett några trender genom åren bland dem som intresserar sig svarar han att det är fler yngre som lyssnar i dag än för tio år sedan.

”Jag föreläser mycket på högskolor och universitet och det är sällan jag får så många stående ovationer som där. Unga människor är vetgiriga, sugna på att lära sig och absorberar allt. Jag tänker själv att om jag hade vetat det här när jag var 20, vilka dikeskörningar jag hade sluppit göra”, säger han.

Så vad är det konkret Thomas Erikson lär ut? I fokus står förmågan att se vilka olika personliga egenskaper vi bär på och dra nytta av dem. Det kan handla om att rädda ett äktenskap eller att hitta rätt person till ditt företag.

Thomas Erikson tar som exempel ett it-bolag han coachade för några år sedan. Bolaget bröt ny mark ofta och förändrade sina upplägg flera gånger per år.

Men när man rekryterade ny personal gick man, förutom kompetens, uteslutande på personer man tyckte om, de trevligaste fick jobbet. Inget fel med det, säger Thomas Erikson. Men efter att ha förklarat en del om färger och drivkrafter fick it-bolaget en annan syn på sin rekrytering.

”Jag sa till de att sluta rekrytera på magkänsla. Problemet med de vänliga och trevliga var att de ofta var sådana vi kallar för gröna personer, det vill säga de som söker trygghet och stabilitet. Men de kan samtidigt vara förändringsmotståndare. Så bara genom att vrida om kompassen, vilket man gjorde hela dagarna, fick man problem med den typen av medarbetare.”

It-bolaget insåg att de var tvungna att sluta gå på trevlighets-kriteriet och se till att de nya medarbetarna istället var förändringsbenägna.

”Det handlar inte om att värdera det ena som bättre än det andra. Rekryterar man till exempel människor som gillar nyheter, så fungerar de inte i en miljö där man förväntar sig stabilitet. Så det har bara att göra med vilken miljö de landar i. Hur kommer de här att fungera i vårt team, i vår organisation, i vår process? De egenskaperna är ofta viktigare än formell kompetens. Du kan lära dig olika system och arbetssätt, men du har svårare ändra på dina personliga egenskaper. Det borde du inte göra det heller. Alla är alldeles utmärkta som de är, men alla funkar inte överallt. Det får man bara acceptera. Det fungerar som växlarna i en växellåda. Sjuan funkar på motorväg, men inte inne i stan. Alla behövs, men inte hela tiden och inte överallt.”

I höst kommer den tredje boken, ”Omgiven av dåliga chefer”.

Vad kännetecknar en dålig chef?
”Dåliga chefer har taskig självinsikt, de trampar på och tycker att alla ska rätta sig efter dem. Ledarskap är, enligt min uppfattning, en kommunikationsprocess, att nå fram till andra människor och är du inte en skicklig kommunikatör blir du ingen bra ledare. Har du ingen självinsikt kan du heller inte bygga någon social kompetens som handlar om hur man ska anpassa sig i olika situationer. Om du inte vet hur du uppfattas av dina medarbetare blir det inte lätt.”

Och hur ska man som medarbetare anpassa sig till en dålig chef?
”Välj din chef. Undersökningar visar att människor inte säger upp sig från sina jobb, de säger upp sig från sina chefer. Är du duktig på det du gör så hittar du ett annat jobb. Dåliga chefer tillför ingenting. Kasta ut dem i stället.”

Källa: DI.se, 11 juni, 2018
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Stanford-professor: Avskaffa kontoren – låt de anställda jobba hemma

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on June 8th, 2018 by admin

Kontoret är en stökig miljö som gör oss betydligt mindre effektiva än när vi distansarbetar. Det hävdar Stanford-professorn Nicholas Bloom efter ett tvåårigt experiment vid gigantiska kinesiska resebyrån Ctrip.

Mer effektiva företag, 50 procent lägre personalomsättning och radikalt minskade lokalkostnader.
Det är de främsta orsakerna till att företag som saknar en flexibel inställning till distansarbete bör skaffa sig en sådan omedelbart.
Det hävdar Stanford-professor Nicholas Bloom i en artikel i Stanford Business Magazine.
Han tycker att distansarbete har fått ett oförtjänt dåligt rykte som bidragit till att många bolag stoppar huvudet i sanden.

Dels vad gäller dagens sofistikerade metoder och verktyg för kommunikation, dels att lång pendling inte bara är skadligt för anställda utan även för arbetsgivaren i form av lägre effektivitet.
”Att arbeta från hemmet är en framtidsinriktad teknik. Jag tror att den har enorm potential”, sade Nicholas Bloom i samband med ett så kallad TEDxStanford-tal i april.
Professorn menar att kontorsarbete är ett arv från industriella revolutionen som bör avskaffas omedelbart.
Det är inte taget ur luften precis, utan i en studie över två år har han hjälpt Shanghai-baserade resejätten Ctrip att ta reda på om man kan fortsätta växa genom att sänka lokalkostnaderna utan att förlora effektivitet hos anställda.

Efter att ha delat in frivilliga i två grupper visade det sig att gruppen som fick arbeta på distans i 9 månader och bara behöva komma in till kontoret en dag per vecka var 13 procent mer effektiv än gruppen som enbart arbetade från kontoret.
I pengar räknat blev det 2 000 dollar mer i vinst per distansjobbare.
Ctrip-experimentet har gett så mycket mersmak att resebyråjätten rullat ut möjligheten att arbeta hemifrån för samtliga anställda.
Det är framförallt två saker som har bidragit till prestationsökningen: dels tummar distansjobbare inte lika lätt på arbetsdagen som den som fastnar i trafikköer eller måste hämta barn, dels får distansjobbare lättare att koncentrera sig.

Större studie om distansarbete 2005–2015:
– Antalet amerikaner som regelbundet distansarbetar har ökat med 115 procent sedan 2005.
– Den totala amerikanska arbetsstyrkan steg med 1,9 procent 2013–2014, medan antalet distansarbetare ökade med 5,6 procent.
– 3,7 miljoner anställda, eller 2,8 procent av den totala arbetsstyrkan, arbetar på distans åtminstone halva tiden av sitt arbete.
– 80–90 procent säger att man vill jobba på distans – åtminstone deltid.
– 40 procent fler amerikanska arbetsgivare erbjuder flexibilitet när det gäller var arbetet utförs än för 5 år sedan, men blott 7 procent erbjuder möjligheten till alla anställda.
– Den typiska distansarbetaren är universitetsutbildad, 45 år eller äldre, har en genomsnittslön på 58 000 dollar (506 000 kr) per år, och arbetar för bolag med minst 100 anställda.

Källa: Global Workplace Analytics (gäller perioden 2005-2017)

Källa: Va.se, 8 juni 2018
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The secret to making it in the digital sales world: The human touch

Posted in Aktuellt, Customer care / Kundvård on June 4th, 2018 by admin

Successful B2B sales teams strike the human-digital balance customers want in three core areas: speed, transparency, and expertise.
The CEO of a large industrial company recently posed a question: “My face-to-face sales force thinks everything should be analog. For years, they’ve successfully driven consultative sales relationships based on face-to-face conversations, and they think they should carry on. Meanwhile, my e-commerce business unit thinks we should convert everything to digital because that’s where the growth is. Who’s right?”

The short answer is, “Both.” The realities on the ground, however, make it hard for sales leaders to understand what they actually need to do, especially when different parts of the organization have a vested interest in pushing different sides of the human-vs.-digital debate.
There’s no doubt that digital is rocket fuel for sales organizations. B2B sales leaders using digital effectively enjoy five times the growth of their peers who are not at the cutting edge of digital adoption. But a recent McKinsey survey of B2B customers highlighted a more nuanced reality. What customers most desire is great digital interactions and the human touch.
The implication is that B2B sales companies have to use technology to power and optimize both digital and human interactions. Companies that add the human touch to digital sales consistently outperform their peers. They achieve five times more revenue, eight times more operating profit, and, for public companies, twice the return to shareholders. That data holds true over a four- to five-year period.
Many sales organizations, however, have trouble putting this human-digital program into practice. The truth is that there are no tried-and-true methods. Companies need to create the human-digital blend that is most appropriate for their business and their customers. This should not be a random process of trial-and-error testing. What is needed is a systematic way to evaluate the optimal human-digital balance (see sidebar, “Sales channels have evolved”).

Sales channels have evolved
Twenty years ago—let’s call it the monochannel era—B2B sellers typically had one channel for all their customers. It might have been a face-to-face sales force or a call center, or they might have sold solely through resellers or distributors. As businesses grew and connectivity increased, these companies might have added a new channel; customers would have been clearly assigned to one or the other based on their segmentation.

Then the Internet changed everything. Multiple channels were available to customers in any segment. Monochannel became multichannel, and now we have omnichannel—a “multitouch” world. Today’s customers, regardless of segment, expect to engage with companies using the channel of their choice at any given moment in time and at all the different stages of the buying process.

It’s not who, it’s when
The majority of B2B companies want both human and digital interactions on their buying journey, according to a recent McKinsey survey. Their specific preference at any given time is primarily correlated with the stage of the buying journey.
When customers are researching a new product or a service, for example, two-thirds of those who lean more towards digital still want human interaction. As customers move into the evaluation and active-consideration stages, digital tools that provide information, such as a comparison tool or online configurator, come into their own, especially when combined with a highly skilled sales force.

After the purchase, when discussions are about renewal, cross-selling, and upselling, the tables are turned completely, and 85 percent of those who lean overall towards human interaction now prefer digital. Yet most B2B companies still reward reps more for spending time keeping customers loyal and repurchasing than for uncovering new customer needs or driving demand, which is exactly where customers say they want face-to-face expertise. The key message for sellers is that context matters more than customer type and much more than industry. Companies that are digital from start to finish today could see even higher growth if they reintroduce the human touch to the start of the buying journey. Conversely, if companies are firmly holding customers’ hands via key-account managers or value-added resellers, they should be aware that customers are saying loudly and clearly that they don’t value that close personal attention after the sale.
Exhibit

What do customers want?
Customers want a great digital experience and a great human experience. Be careful, though. We asked customers “What annoys you most?” and gave them a large number of possible answers, including price. A third said “Too much contact”—by far the single biggest answer.
The trick is to understand where human interaction is most wanted and invest there—be it in expertise available via a web chat, ensuring a speedy response to customer-service queries, or simply having a person pick up the phone when a potential customer rings.
Companies also need to invest in digital, but those investments should focus on two places. First, where digital is most valued by customers: enabling speedy purchases and repurchases, delivering online tools for customer service, or offering real-time pricing with product configurators. Second, where digital can enable humans to do a better job of interacting with customers when the human touch is required.
Since many B2B customers still want human interaction at some stage of their customer journey, sellers need to offer multiple routes to market with both human and digital resources available at all stages at varying degrees of intensity. The challenge is ensuring seamless transitions and handoffs from one stage to the next so that customers are neither repeating themselves nor frustrated at delays.

The implications for employees are substantial. Sales reps need to focus their efforts on expertise, on being more consultative, and on responding quickly. Compensation structures may well have to change, too. If reps become less important at the point of purchase, then the commission model will need to evolve.
From our research and experience, three traits have emerged that should be core ingredients of every company’s optimal human-digital blend: speed, transparency, and expertise.

The need for speed
Slow turnaround times are frustrating, and slow means more than 24 hours, even for B2B customers. Companies need to think about having 24-hour expertise available on call, with superexperts, who can answer customer questions in real time, sitting with the sales or customer-service team. Digitally enabled tools can help enormously, for example by connecting customers with experts via a web chat.

Even when customers are doing extensive online research, there usually comes a point when they want a question answered quickly. This could be online, through the company website’s FAQs or product pages, or through contact with a real person. Yet most B2B companies have yet to perfect their online content to answer all questions, and even fewer have reconfigured their traditional inside sales channels or web-chat tools to deliver highly technical expertise on demand.
Once customers are set on making a purchase, they want to do it fast. One-click purchases or shortcuts for repeat orders (even for large capital purchases) can speed up the process tremendously. If customers are on a company’s website but have to buy from a distributor, they need to be able to reach the appropriate page on the distributor’s website quickly and smoothly. If there are changes to the RFP, customers expect an almost instantaneous turnaround or, better still, an online space where buyer and seller can solve the problems in real time. Customers we spoke to complained a lot about being unable to make a quick change, whether they were buying in person or digitally.
Finally, speed is vital in repurchase and postpurchase troubleshooting. Four times as many B2B buyers would buy directly from suppliers’ websites if that option were available (and fast). They are especially keen on it for repeat purchases.

For postpurchase needs, speed can come from something as simple as having better FAQs, or from a well-run forum where customers can solve one another’s problems online. Increasingly, it means using chat bots, which can often answer a lot of customers’ queries, or at least ensure they are directed to the best place or person as quickly as possible.
One B2B retailer changed how it offers online support by crowdsourcing improvements to its FAQs and offering a small reward as an incentive to engage. It also interviewed customer-facing staff to prioritize customers’ pain points. It then updated the FAQs based on this feedback and cross-referenced the answers with the service calls that had the highest-rated resolutions to ensure the content was correct. Finally, and perhaps most simply of all, the company moved the FAQs to a more prominent place on its e-commerce site.
These relatively inexpensive and straightforward changes reduced the volume of calls and messages to its customer care center by a staggering 90 percent, since customers could now quickly find the answers to their problems. This success allowed the retailer to shift support capacity to work with the key-account teams on strategic accounts.

Transparency matters
Customers want transparency. They want to know at a glance the difference between what they have today and what they could have tomorrow, and they want to know what the total cost is. Digital tools make product comparison and price transparency easy and can be used both by customers directly and by sales reps working with clients, blending the digital and human. For example, in more transactional situations or for general comparison and evaluation, customers want to be able to look online for pricing or use configurators to generate pricing for comparisons. In more complex or consultative situations, face-to-face or inside sales reps might access online configurators or pricing tools in collaboration with a customer.
The importance of transparency extends to resellers. Our research shows that customers still judge companies on pricing transparency at their resellers. If the reseller lacks a good product-comparison engine, a good configurator, easy-to-understand pricing, or easy-to-build quotations, then in the customer’s mind it’s the same as if the company was managing the sales process itself. One option is to let customers use your site to do their comparisons; the other is to find out where customers struggle on the reseller’s site and invest in helping the reseller overcome the problem.

Whatever the specific situation, it is critical to control as much of the process as you can, and to influence what you cannot directly control. One software company realized it wasn’t converting small- and medium-sized business customers from consideration to purchase. Its one-size-fits-all approach to product recommendations meant that SMB customers saw the same offers as enterprise-level customers and thus had no clarity on which elements might be priced differently if applied to them. So they took their business elsewhere. It was time for a change.
The company set up a “trial and buy” website specifically geared to small- and medium-size businesses. It asked customers to fill in a brief form to assess their needs and made offers based on their answers, with clear pricing for each package and a clear explanation of how each package was different. This approach helped the company open up a whole new segment. Within three months, 90 percent of SMB buyers were first-time customers. Those customers whose needs were seemingly too complex for an off-the-shelf package were routed to a team of inside sales experts who were able either to direct them to the right standard package or to configure a solution to meet their needs. This ability to “triage” customers into those who need more human help versus those who can be well served with digital tools can significantly improve customer experience and conversion.

Digital to support your experts
Today’s account managers need to be experts, and digital tools can help them provide their expertise to their customers. The human conversation facilitates and drives the customization, while the digital tools bring the quick visualization and specifications—including pricing tradeoffs—into sharp relief. Neither works without the other.
A senior account manager at an audiovisual company was sitting down with a customer’s team. On her tablet was a product configurator, and during a three-hour meeting, she was able to use the live configurator to redesign the product in line with the customer’s evolving requirements. The pricing updated in real time, the ancillary products and services that would complement the new system were included, and everyone around the table could talk about what they were seeing on the tablet. Such an exchange might have taken two to three weeks just a few years ago.
At a medical-products company, sales reps brought their expertise to surgeons, helped by a complex configurator and visualization tool. They were able to help the surgeons pick precisely the right product for particular patient segments (based on demographics and diagnosis) and show them a video game that demonstrated connecting the device to the patient. This experience boosted surgeon satisfaction with the company by 10 percent, and sales by 12 percent. Moreover, the surgeons rated the reps’ expertise as 30 percent better than that of a control group armed with just brochures and PowerPoint.

The hat trick
Successfully bringing speed, transparency and expertise into the digital/human blend delights customers and grows sales. Recent moves by Grainger are a classic example of a response to all three customer needs simultaneously.
Grainger is one of the world’s largest providers of maintenance and repair supplies and was one of the first companies in its sector to seize upon digital as a tool for achieving both customer intimacy and growth. As far back as 1991, when they provided an e-catalog on CD-ROM, Grainger has been at the forefront of embracing digital alongside its core “human” branches and sales reps. Fast-forward to today, when 69 percent of Grainger orders originate via a digitally enabled channel (such as website, TakeStock, and EDI). But sales and service representatives, along with local branches, remain integral to the customer experience.
As their ecosystem evolves, Grainger continues to innovate, launching two businesses that are fully online only. Monotaro, serving SMBs in the Japan market, and Zoro Tools, serving SMBs in the United States, are both single-channel online stores. Both offer only products that are meaningful for this segment, which meant whittling down tens of thousands of SKUs, simplifying the assortment available, and increasing the speed at which customers find what they need. Pricing is transparent, and the purchase process is fast: simply click to buy.
The benefits for Grainger have been significant. Both Monotaro and Zoro have experienced double-digit growth as the result of a speedy, transparent, and informative process (22 percent and 18 percent respectively, 2017 over 2016). Simultaneously, customers continue to engage in analog experiences, with 32 percent picking up orders either at a branch or via an onsite locker system.1The human touch and experience remain very relevant.

Perhaps the single biggest lesson from this research is the benefit of asking customers what they want. We asked them, “What’s the one thing a salesperson could do that you would really appreciate in terms of how you interact?” Their answer: “Ask me.”
Is it time to ask your customers whether the monthly meetings you have with them are valuable? Would they prefer a quick text or email rather than a phone call? Are they aware of the product wiki you have online? Get the customer involved to find out when to use digital tools and when they want the human touch.

Source: McKinsey. com, May 2018
By Christopher Angevine, Candace Lun Plotkin, and Jennifer Stanley
About the authors: Christopher Angevine is an associate partner in McKinsey’s Atlanta office, and Candace Lun Plotkin is a senior expert in the Boston office, where Jennifer Stanley is an partner.
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