En bra chef allt mindre viktigt

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on January 17th, 2022 by admin

Möjligheten att arbeta hemifrån har seglat upp som en av de viktigaste faktorerna bland kandidater. Det visar en årlig undersökning som rekryteringskoncernen Novare gjort.

För tre år sedan var det drygt 45 procent av rekryterarna som upplevde att en bra chef var en viktig fråga bland kandidaterna, idag är siffran nere på bara 30 procent.

– Det är anmärkningsvärt. Det kan ha att göra med att ledarskapet generellt blivit bättre i näringslivet och därmed ses som en hygienfaktor. Det kan också ha att göra med det ökade självledarskapet, idag förväntar sig kandidater att en chef snarare ska peka ut riktningen och sedan låta medarbetaren ta över, säger Fredrik Hillelson, vd och grundare för Novare i en skriftlig kommentar.

Möjligheten att arbeta hemifrån är en stark trend, visar undersökningen.

– Det innebär att arbetsgivare måste göra kontoret till en plats som är värd resan, säger Fredrik Hillelson.

I undersökningen har rekryterarna också fått frågan om vilka som är arbetsgivarnas mest eftertraktade egenskaper hos kandidaterna. Driv och energi har varit mest efterfrågat under de senaste två åren, och de värderas dessutom allt högre av rekryterare inför 2022.

Fler uppger också att de under 2022 kommer rekrytera inom hållbarhetsområdet, jämfört med såväl under 2020 som 2021. Samtidigt minskar fokuset på att rekrytera inom digitalisering.

– Det är intressant att notera hur fokus på digitalisering minskar medan det ökar kring hållbarhet, det tror jag är ett uttryck över att digitalisering nu är en integrerad del i affären och inte en separat funktion. När det gäller hållbarhet får vi hoppas att den kommer gå samma väg, silotänket är aldrig till godo tycker jag, säger Fredrik Hillelson.

Utfallet för pandemiåret 2021 stack dock ut i och med att intresset för hållbarhet sjönk, samtidigt som allt större fokus lades på att säkra försäljningen.

– Detta skulle kunna tolkas som att frågan prioriteras i en högkonjunktur, men inte annars, vilket vore väldigt olyckligt, påpekar Fredrik Hillelson.

Källa: Realtid.se, 17 januari 2022
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If we’re all so busy, why isn’t anything getting done?

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap on January 12th, 2022 by admin

With endless meetings, incessant emails, and casts of thousands, companies have mastered the art of unnecessary interactions. Winning in the next normal requires much more focus on true collaboration.

Have you ever asked why it’s so difficult to get things done in business today—despite seemingly endless meetings and emails? Why it takes so long to make decisions—and even then not necessarily the right ones? You’re not the first to think there must be a better way. Many organizations address these problems by redesigning boxes and lines: who does what and who reports to whom. This exercise tends to focus almost obsessively on vertical command relationships and rarely solves for what, in our experience, is the underlying disease: the poor design and execution of collaborative interactions.

In our efforts to connect across our organizations, we’re drowning in real-time virtual interaction technology, from Zoom to Slack to Teams, plus group texting, WeChat, WhatsApp, and everything in between. There’s seemingly no excuse to not collaborate. The problem? Interacting is easier than ever, but true, productive, value-creating collaboration is not. And what’s more, where engagement is occurring, its quality is deteriorating. This wastes valuable resources, because every minute spent on a low-value interaction eats into time that could be used for important, creative, and powerful activities.

It’s no wonder a recent McKinsey survey found 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution in how people work due to the COVID-19 pandemic. Indeed, most executives say they frequently find themselves spending way too much time on pointless interactions that drain their energy and produce information overload.

Three critical collaborative interactions

What can be done? We’ve found it’s possible to quickly improve collaborative interactions by categorizing them by type and making a few shifts accordingly. We’ve observed three broad categories of collaborative interactions:

  • Decision making, including complex or uncertain decisions (for example, investment decisions) and cross-cutting routine decisions (such as quarterly business reviews)
  • Creative solutions and coordination, including innovation sessions (for example, developing new products) and routine working sessions (such as daily check-ins)
  • Information sharing, including one-way communication (video, for instance) and two-way communication (such as town halls with Q&As)

Below we describe the key shifts required to improve each category of collaborative interaction, as well as tools you can use to pinpoint problems in the moment and take corrective action.

Decision making: Determining decision rights

When you’re told you’re “responsible” for a decision, does that mean you get to decide? What if you’re told you’re “accountable”? Do you cast the deciding vote, or does the person responsible? What about those who must be “consulted”? Sometimes they are told their input will be reflected in the final answer—can they veto a decision if they feel their input was not fully considered?

It’s no wonder one of the key factors for fast, high-quality decisions is to clarify exactly who makes them. Consider a success story at a renewable-energy company. To foster accountability and transparency, the company developed a 30-minute “role card” conversation for managers to have with their direct reports. As part of this conversation, managers explicitly laid out the decision rights and accountability metrics for each direct report. The result? Role clarity enabled easier navigation for employees, sped up decision making, and resulted in decisions that were much more customer focused.

To make this shift, ensure everyone is crystal clear about who has a voice but no vote or veto. Our research indicates while it is often helpful to involve more people in decision making, not all of them should be deciders—in many cases, just one individual should be the decider (see sidebar “How to define decision rights”). Don’t underestimate the difficulty of implementing this. It often goes against our risk-averse instinct to ensure everyone is “happy” with a decision, particularly our superiors and major stakeholders. Executing and sustaining this change takes real courage and leadership.

Creative solutions and coordination: Open innovation

Routine working sessions are fairly straightforward. What many organizations struggle with is finding innovative ways to identify and drive toward solutions. How often do you tell your teams what to do versus empowering them to come up with solutions? While they may solve the immediate need to “get stuff done,” bureaucracies and micromanagement are a recipe for disaster. They slow down the organizational response to the market and customers, prevent leaders from focusing on strategic priorities, and harm employee engagement. Our research suggests key success factors in winning organizations are empowering employees and spending more time on high-quality coaching interactions.

Take Haier. The Chinese appliance maker divided itself into more than 4,000 microenterprises with ten to 15 employees each, organized in an open ecosystem of users, inventors, and partners (see sidebar “How microenterprises empower employees to drive innovative solutions”). This shift turned employees into energetic entrepreneurs who were directly accountable for customers. Haier’s microenterprises are free to form and evolve with little central direction, but they share the same approach to target setting, internal contracting, and cross-unit coordination. Empowering employees to drive innovative solutions has taken the company from innovation-phobic to entrepreneurial at scale. Since 2015, revenue from Haier Smart Home, the company’s listed home-appliance business, has grown by more than 18 percent a year, topping 209 billion renminbi ($32 billion) in 2020. The company has also made a string of acquisitions, including the 2016 purchase of GE Appliances, with new ventures creating more than $2 billion in market value.

Empowering others doesn’t mean leaving them alone. Successful empowerment, counterintuitively, doesn’t mean leaving employees alone. Empowerment requires leaders to give employees both the tools and the right level of guidance and involvement. Leaders should play what we call the coach role: coaches don’t tell people what to do but instead provide guidance and guardrails and ensure accountability, while stepping back and allowing others to come up with solutions.

Haier was able to use a variety of tools—including objectives and key results (OKRs) and common problem statements—to foster an agile way of working across the enterprise that focuses innovative organizational energy on the most important topics. Not all companies can do this, and some will never be ready for enterprise agility. But every organization can take steps to improve the speed and quality of decisions made by empowered individuals.

Managers who are great coaches, for example, have typically benefited from years of investment by mentors, sponsors, and organizations. We think all organizations should do more to improve the coaching skills of managers and help them to create the space and time to coach teams, as opposed to filling out reports, presenting in meetings, and other activities that take time away from driving impact through the work of their teams.

But while great coaches take time to develop, something as simple as a daily stand-up or check-in can drive horizontal connectivity, creating the space for teams to understand what others are doing and where they need help to drive work forward without having to specifically task anyone in a hierarchical way. You may also consider how you are driving a focus on outcomes over activities on a near-term and long-term basis. Whether it’s OKRs or something else, how is your organization proactively communicating a focus on impact and results over tasks and activities? What do you measure? How is it tracked? How is the performance of your people and your teams managed against it? Over what time horizons?

The importance of psychological safety. As you start this journey, be sure to take a close look at psychological safety. If employees don’t feel psychologically safe, it will be nearly impossible for leaders and managers to break through disempowering behaviors like constant escalation, hiding problems or risks, and being afraid to ask questions—no matter how skilled they are as coaches.

Employers should be on the lookout for common problems indicating that significant challenges to psychological safety lurk underneath the surface. Consider asking yourself and your teams questions to test the degree of psychological safety you have cultivated: Do employees have space to bring up concerns or dissent? Do they feel that if they make a mistake it will be held against them? Do they feel they can take risks or ask for help? Do they feel others may undermine them? Do employees feel valued for their unique skills and talents? If the answer to any of these is not a clear-cut “yes,” the organization likely has room for improvement on psychological safety and relatedness as a foundation to high-quality interactions within and between teams.

Information sharing: Fit-for-purpose interactions

Do any of these scenarios sound familiar? You spend a significant amount of time in meetings every day but feel like nothing has been accomplished. You jump from one meeting to another and don’t get to think on your own until 7 p.m. You wonder why you need to attend a series of meetings where the same materials are presented over and over again. You’re exhausted.

An increasing number of organizations have begun to realize the urgency of driving ruthless meeting efficiency and of questioning whether meetings are truly required at all to share information. Live interactions can be useful for information sharing, particularly when there is an interpretive lens required to understand the information, when that information is particularly sensitive, or when leaders want to ensure there’s ample time to process it and ask questions. That said, most of us would say that most meetings are not particularly useful and often don’t accomplish their intended objective.

We have observed that many companies are moving to shorter meetings (15 to 30 minutes) rather than the standard default of one-hour meetings in an effort to drive focus and productivity. For example, Netflix launched a redesign effort to drastically improve meeting efficiency, resulting in a tightly controlled meeting protocol. Meetings cannot go beyond 30 minutes. Meetings for one-way information sharing must be canceled in favor of other mechanisms such as a memo, podcast, or vlog. Two-way information sharing during meetings is limited by having attendees review materials in advance, replacing presentations with Q&As. Early data show Netflix has been able to reduce the number of meetings by more than 65 percent, and more than 85 percent of employees favor the approach.

Making meeting time a scarce resource is another strategy organizations are using to improve the quality of information sharing and other types of interactions occurring in a meeting setting. Some companies have implemented no-meeting days. In Japan, Microsoft’s “Work Life Choice Challenge” adopted a four-day workweek, reduced the time employees spend in meetings—and boosted productivity by 40 percent.1 Similarly, Shopify uses “No Meeting Wednesdays” to enable employees to devote time to projects they are passionate about and to promote creative thinking. And Moveline’s product team dedicates every Tuesday to “Maker Day,” an opportunity to create and solve complex problems without the distraction of meetings.

Finally, no meeting could be considered well scoped without considering who should participate, as there are real financial and transaction costs to meeting participation. Leaders should treat time spent in meetings as seriously as companies treat financial capital. Every leader in every organization should ask the following questions before attending any meeting: What’s this meeting for? What’s my role? Can I shorten this meeting by limiting live information sharing and focusing on discussion and decision making? We encourage you to excuse yourself from meetings if you don’t have a role in influencing the outcome and to instead get a quick update over email. If you are not essential, the meeting will still be successful (possibly more so!) without your presence. Try it and see what happens.

 

Source: McKinsey.com, 10 January 2022
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New year new team? Seven tips for getting started successfully with your new team

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on January 4th, 2022 by admin

Your promotion to ​​leading a new team or function is simultaneously exciting and just a little bit nerve-wracking. The great news is that your boss has faith in your abilities and is betting her credibility that you’re the right person for the job. The butterflies-in-the-stomach part comes from knowing you’ve got a whole new set of challenges, including establishing yourself as a credible leader in the eyes of your team members.

By setting aside fears or excitement and instead focusing on some basic strategies, chances for success will be greatly improved.

Preparation

Spend time with your manager reviewing your team’s needs and expectations. Ask:

  • How does this team fit with the firm’s overall strategy and key goals?
  • How is the team’s performance evaluated, and what do recent measures/evaluations say about how the team has performed?
  • Where are the strengths of the group?
  • What are the perceived weaknesses?
  • What are your manager’s expectations for you in this new role?
  • What are the three most important things you can do to support your manager’s agenda during your first quarter?
  • How deep is the talent on the team? Where are the gaps?

Engaging With Peers

Once your promotion has been made public, do your homework and solicit input from your new peers across the organization. Ask for their perspective on your team’s performance, strengths, and gaps. Focus on the interaction points between the groups and ask them to identify strengths and areas for improvement. Take great notes and strive to identify opportunities for early victories. It’s important to have your peers on your side.

Making It About Them

Too often, new managers step into a role and make a poor first impression by waxing poetically or nauseatingly about their own backgrounds and achievements. Resist the urge to make yourself the focal point. After a brief introduction, ask questions designed to help you better understand the team’s culture:

  • What are you proud of that this group does particularly well?
  • What have been the major accomplishments over the last year?
  • What are the current goals of the team?
  • What are the activities you would like to pursue that you haven’t found the time for?

Soliciting Input

This takes a bit of courage, but the feedback you gain will say a lot about your team’s situation and needs. Ask: “At the end of my time as manager of this group, what will you say that I did?” It’s a good question that will help your team members focus on identifying developmental and organizational needs. Listen and take notes without commenting or judging. ​

One-on-One Meetings

Pre-publish this simple agenda outlining just 3 questions:

  • What’s working?
  • What’s not?
  • What do you need me to do to help you succeed at your job?

Ideally, conduct the meetings face-to-face. However, telephone or video conferencing work great for your remote colleagues. Take notes, strive to identify and offer immediate help with tactical problems such as not having the proper tools.

Sharing Input

Remember to ensure anonymity. These meetings offer great opportunities to hear from team members and to get to know them, and learn about their ideas, interests, and needs. They also offer you and the group ideas on opportunities to collaborate in pursuit of early improvements and needed changes.

Establishing Protocols

As part of your early assessment, review the existence of regular status or operations meetings. If there are regular, timely scheduled sessions, consider sitting in and listening. If the prior manager ran these sessions, rotate the meeting leadership among team members. Once you have a feeling for the effectiveness of the operating routine, you can make adjustments. Unless the team is in crisis, there’s nothing to be gained by immediately asserting your own agenda. Of course, if there is no regular routine, you have ample opportunity to create. Ask your team members for input.

As for your communications protocol, let your team members know how to reach you. Help them to understand your desired level of involvement. Develop a sense of their communication needs—some individuals prefer daily or frequent interaction and others prefer to engage with their manager infrequently or when guidance is required. Be flexible and adapt to their needs.

Work with team members to refresh group and individual goals during the first 30 to 45 days. If the team is in a crisis or turnaround situation, accelerate this timetable.

The Bottom Line

The point in time when you assume responsibility for a new team should be a period rich in relationship building and collaboration. Resist the urge to assert that you’re the “new sheriff in town,” and use questions to gain context on talent, operations, and opportunities. You need your team’s help to succeed and the right way to start out is by making all of your team members a valuable part of the process. You’ll have ample time to make changes as you gain context and credibility. In the beginning, it’s a good practice to observe and ask without judging.

 

 

Source: thebalancecareers.com
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Wanting the best, keeping the worst

Posted in Aktuellt, Allmänt, Board work / Styrelsearbete, Leadership / Ledarskap on December 20th, 2021 by admin

28, 2021The Great Attrition is happening. A record number of employees have or plan to quit. In the U.S., voluntary attrition increased by almost 800,000 in the past year, while involuntary attrition decreased by almost 400,000 during the same period according to the Bureau of Labor Statistics. Recently, a McKinsey survey found that nearly a quarter of employers believe they are holding on to more low-performing talent now compared to a year ago. What does this mean for a company’s talent strategy?

Employers must be thoughtful and creative to retain the right talent, develop skills to fill critical gaps, and attract new people. Consider taking these four actions to shore up a long-term talent strategy:

  1. Address burnout. After a tumultuous 20 months, employees are struggling with grief, loss, and burnout. Well-being challenges and deficits have increased, and the very nature of the pandemic has strained some social support and coping mechanisms at work (e.g., social distancing).Compassionate leaders most inclined to provide social and emotional support at work, notably women, have played “triple duty”—driving performance on the job, supporting colleagues’ socioemotional and relational needs, and filling caretaking roles at home. As burnout takes its toll and people leave, work often shifts to those who remain, driving even more burnout. Women have been particularly impacted: 42 percent report they are often or almost always burned out, compared to 35 percent of men.Employers should create multiple avenues that address these challenges head-on to retain their people. For example, a global sportwear company closed its headquarters for a week to give everyone a break. They didn’t just make headlines—they sent an important, people-first message to current and prospective employees.
  2. Double down on health. Institutions that can sustain high performance over time tend to exhibit a vibrancy and durability that we call organizational health. The healthiest organizations go beyond fixing problems to achieve a peak level of functioning more akin to thriving and flourishing. Similarly, organizations can go beyond alleviating burnout to create an employee experience that helps every individual succeed. This can turn a liability into an asset—from talent attrition to talent attraction.It is time for employers to be bold by, for instance, rewarding and promoting leaders who drive visible performance results and also build capabilities, enhance organizational health, create psychological safety, and help reenergize the organization.
  3. Build skills. The easiest talent to source is the talent you already have; the answer to sourcing the right skill sets lies in redeployment, reskilling, and upskilling.A beauty company moved quickly at the outset of the pandemic to retrain frontline, brick-and-mortar employees in social media advertising and remote customer support, redeploying them as influencers and beauty advisors. The strategy contributed to 120 percent year-over-year sales growth.Investing in employee development helps to build capabilities that drive financial returns, but it also shows employees that their development and advancement matter and they are essential to the company’s future.
  4. Reimagine the talent pool. Identify needed knowledge, skills, abilities, and experiences. Hiring for skills and thinking beyond traditional profiles or academic degrees could open up new pools of high-performing talent that may simply be older, younger, or less formally educated.Invest in fellowships and paid internships to develop the right skills. Also, work on bringing back “boomerang employees” and employ retired workers to mentor, apprentice, and advise the organization. Many financial institutions are creating paid internship programs for college freshmen and sophomores to strengthen their talent pipeline and advance their DE&I goals by creating more equitable access.

Why it matters

Employees you would like to retain are leaving, and if this continues, talent gaps will only worsen. These strategies can help retain the best people, improve morale, leverage untapped talent pools, and acquire necessary skills. Our Great Attrition research has shown that creating a sense of belonging and feeling valued holds the key to strengthening ties with employees, so they want to grow with the company—not without it.

 

 

Source: McKinsey.com, December 2021
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Allt fler chefer har ansvar för hållbarhetsfrågor – allt färre med ett tydligt uppdrag

Posted in Aktuellt, Allmänt on December 15th, 2021 by admin

Närmare sju av tio svenska chefer har ansvar för hållbarhetsfrågorna. Men endast 10 procent anser att deras uppdrag inom hållbarhet är mycket tydligt.

Närmare sju av tio (68 procent) av tillfrågade svenska chefer säger att hållbarhetsfrågor faller under deras ansvar. Det är en ökning från bara dryga fyra av tio (41 procent) år 2014. Samtidigt anser endast en av tio att deras uppdrag är mycket tydligt, vilket är en minskning jämfört med 2014 då motsvarande siffra låg på 15 procent. Så många som 30 procent upplever uppdraget som ganska eller mycket otydligt. Mer än fyra av tio (44 procent) anser dock att det är tydligt vilka resultat de förväntas nå vad gäller hållbarhetsfrågor. Det visar Sveriges chefsorganisation Ledarnas hållbarhetsbarometer, en undersökning genomförd bland 1 331 svenska chefer.

–En förklaring skulle kunna vara att antalet organisationer med en hållbarhetsstrategi har ökat kraftigt de senaste åren och att många strategier är så nya att de inte hunnit definierats tydligt med nåbara och transparenta mål. Styrelser och ledningsgrupper behöver ta ett större ansvar för att sätta konkreta mål som cheferna kan ta med sig till medarbetarna, säger Andreas Miller, förbundsordförande i Ledarna, i en skriftlig kommentar.

Men risken för greenwashing är överhängande. De viktigaste anledningarna till att den organisation man tillhör bör arbeta med hållbarhetsfrågor är nämligen ”att attrahera och behålla personal” (76 procent) samt ”att stärka varumärket”.

– De flesta organisationer har insett att om de ska kunna rekrytera nya, och framför allt unga medarbetare, är ett aktivt hållbarhetsarbete viktigt. Därför är det också viktigt att de säkerställer att de gör jobbet och inte hamnar i någon form av greenwashing, säger Andreas Miller.

 

 

Källa: Realtid.se, 15 december 2021
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Create a durable, giving culture

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap on December 6th, 2021 by admin

Take a lesson from the NBA: a recent study shows that team players add 60 percent more value than selfish ball hogs (or, in organizational psychologist Adam Grant’s terms, takers).

At work, generous colleagues, or givers, not only have an outsize impact on their own teams’ effectiveness but also help their organizations perform better on virtually every metric, from profits and costs to satisfaction and retention of both employees and customers. But does generosity at work come at a cost? Grant’s research shows that givers represent an organization’s best and worst performers—a sign that those who are overly generous, those who consistently go the extra mile, may be experiencing burnout. But the answer isn’t to give in to a culture of takers. Rather, leaders should do the opposite, weeding out takers and creating an equilibrium between givers and “matchers”—those who tend to subscribe to quid pro quo thinking. How can leaders find the right balance? First, lead by example, playing the role of “chief help seeker” so others feel comfortable asking for the help they need. Next, encourage givers to set boundaries and find small ways to make an impact, including five-minute favors or more efficient ways to share knowledge and resources. Want to find out where you fall on the giver–taker spectrum?

Source: McKinsey.com, December 6 , 2021
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Executives reported being five times more productive …

Posted in Aktuellt, Allmänt, Executive Coaching on November 29th, 2021 by admin

… when in a state of “flow,” according to our ten-year study of more than 5,000 leaders. The late Hungarian–American psychologist Mihaly Csikszentmihalyi described flow as a special state of mind that arises from being so engaged in an activity that time and ego seem to melt away. In short, whether playing a musical instrument, solving a problem, or running a race, it’s a state of peak

performance. Csikszentmihalyi discovered that people who regularly achieve flow are more productive and satisfied in their work. Leaders seeking to generate flow in the workplace should focus on three elements: clearly understanding roles and objectives, having trusted and respectful colleagues, and performing work that matters.

Source: McKinsey.com, November 2021
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Rapport: Kvinnor tar större plats i näringslivet

Posted in Aktuellt, Board work / Styrelsearbete, Leadership / Ledarskap on November 15th, 2021 by admin

Börskvinnorna tar allt större plats i svenskt näringsliv men äger paradoxalt mindre än en procent av det totala aktievärdet i bolagen de verkar i. Stiftelsen Allbright ser dock rapporten som ”ett steg i rätt riktning efter förra årets bakslag”.

Förra året hette det att ”coronakrisen satte stopp för jämställdheten inom näringslivet”. Stiftelsen Allbrights röda lista över bolag som helt saknade kvinnor i ledningen växte för första gången sedan de började sin kartläggning 2011.

Årets rapport visar däremot på en långsam ökning, från 34 till 35 procent av kvinnor i styrelser på börsen. Detta efter tre års stillestånd. Men samtidigt som fler kvinnor tar plats i styrelser så visar rapporten omvänt hur kvinnorna har blivit färre på ordförandeposterna.

”Det är en positiv rapport – vi blev positivt överraskade. Förra året var en mörk rapport där det mesta gick åt fel håll men vi ser att det vänder åt rätt håll igen”, säger Maija Inkala, talesperson på stiftelsen Allbright.

Aldrig förr har svenskt näringsliv haft så många kvinnoledda börsbolag. Vd-kvinnorna har under året blivit väsentligt fler med en ökning från 35 till 43 stycken. Totalt utgör vd-kvinnorna 12 procent av börsens vd:ar.

”Vi ser att med fler kvinnor i valberedningen så blir det fler kvinnor i styrelsen, vilket leder till fler kvinnor i ledningsgruppen – det går hand i hand”, säger Maija Inkala.

Nynoterade bolag har också ett betydligt högre snitt av kvinnliga vd:ar. När börs-vd:ar byts ut är det fortsatt oftast män som ersätter.  Nio av tio vd-jobb går vid ett byte till män, enligt Allbrights rapport.

”Statistiken från näringslivet visar att män i större utsträckning väljer män. Man utgår från sitt egna nätverk i stället för att bredda sitt affärsnätverk och sina perspektiv.”

Störst skillnad syns inom branscherna energi, finans och teknologi där män äger klart över 99 procent av aktievärdet. Kommunikationsbranschen, där kvinnor äger 16 procent av aktievärdet, har den minsta kapitalskillnaden. Kvinnors ”starka” ställning i kommunikationsbranschen förklaras av att en tredjedel av branschens vd:ar är kvinnor – vilket också är den högsta andelen bland börsens samtliga branscher.

2021 är första gången ett bolag börsnoterats med en kvinnlig grundare som sedan suttit kvar som vd vid noteringen. Revolution Race och Pernilla Nyrensten är först i börsens nästan 160-åriga historia.

”Det är en historisk händelse. Vi vet också att grundare som sitter kvar som vd också är de som toppar listan när det kommer till ägande, så ju fler som gör den här resan, desto bättre fördelat blir förhoppningsvis ägandet i näringslivet.”

Bland ledare med störst kapitalinnehav i det egna bolaget är det få kvinnor som tar plats på topplistan. Totalt placerar sig endast tre kvinnor bland de 100 med störst kapitalinnehav av aktier i det egna bolaget. Först på plats 56 återfinns EQT:s Anna Wahlström.

”Vi på Allbright arbetar för en meritokrati men vi är inte där än. Ett vanligt missförstånd är att mångfald och kompetens är motsatsförhållanden – vi ser snarare att det är tvärtom och att mångfald breddar kompetensen. Det är ingen politisk fråga, det är en fråga om affärsvett”, säger Maija Inkala som svar på Debattartikeln som publicerades i Di skriven av Marianne Hamilton och Annika Berglund och som berör mångfald och könsfördelning i näringslivet.

Här är viktigaste chefsegenskaperna för att lyckas post-covid

Posted in Aktuellt, Leadership / Ledarskap on November 1st, 2021 by admin

Medkänsla och sårbarhet har varit gemensamma egenskaper hos de ledare som har lyckats bäst under pandemin, visar en undersökning från BTS som har intervjuat seniora ledare och HR-chefer.

Pandemin har medfört att andra chefsegenskaper än de mest vanligt förekommande har visat sig vara de mest framgångsrika för att leda i osäkra tider. Chefer som har försökt vara starka, osårbara och säkra på sin sak är de som har varit minst framgångsrika. Istället är det ödmjukhet, sårbarhet, involvering och tillit som är den gemensamma nämnaren för ledare som lyckats väl. Att visa sig sårbar och erkänna att man inte har svaret på allt och uppmuntra teamet att testa sig fram är det vinnande ledarskapet framåt, menar tjänsteföretaget BTS i sin rapport “The uncommon sense of “MESSY” leadership”.

– Tvärtemot den traditionella synen på ledarskap vill många organisationer nu se ledare som visar medkänsla och sårbarhet. Som vågar experimentera och prova olika lösningar för att komma framåt. Vi kommer att behöva vänja oss vid en framtid med ständigt nya utmaningar och vara bekväma i att leda i fortsatt osäkerhet. Pandemin har visat att när målet är tydligt så finns förmågan att ändra kurs snabbt, säger Anna Sandberg, chef för BTS i Norden.

De ledare som lyckades bäst under coronapandemin var de som stöttade och engagerade sig i sina medarbetare utifrån individuella omständigheter, visar rapporten. BTS menar att den nya ledarskapskulturen som vuxit fram under pandemin är den som kommer vara mest framgångsrik även framöver i ett post-covidsamhälle med hybrida arbetsplatser och en accelererande digital utveckling. Framtidens ledare måste sluta vara superhjältar som vet och kan allt. De som vill lyckas som ledare framöver måste “utmana gamla sanningar och våga ompröva sitt ledarskap”.

Chefer som tror att allt kommer återgå till det normala så snabbt som möjligt nu kommer möta stora utmaningar, menar BTS i sin rapport.

– På ett och ett halvt år har vi gått från det traditionella kontoret till distansarbete. Den redan snabba digitala utvecklingen som accelererade under pandemin har pekat på behovet av ett nytt ledarskap men också på en ny arbetsplats och marknad. Arbetstagare har vant sig vid hemmaarbete och en mer flexibel vardag. Men medarbetarnas förväntningar är höga och framförallt mer varierade än någonsin tidigare. Företagens ledarskap och inställning till hybridarbete kommer utgöra en allt viktigare konkurrensfördel på talangmarknaden och många kommer att byta arbetsplats om förväntningarna inte uppfylls. Det är viktiga insikter att ta fasta på framåt, säger Anna Sandberg.


Fem utmärkande faktorer för framgångsrika ledare under coronapandemin och framåt
  • Har ett mindre ego Inser kraften i att inte veta och kunna allt själv, visar sårbarhet, nyfikenhet och ödmjukhet.
  • Är mer personlig Vågar prata om personliga och känslomässiga frågor, är öppna och visar medkänsla.
  • Visar riktning Har en tydlig riktning men inser att förändring är konstant och att snabbhet i många fall är viktigare än att hålla fast vid beprövade processer.
  • Experimenterar När framtiden är osäker, jobbar med flera möjliga framtidsscenarier, uppmuntrar till att experimentera med olika lösningar och drar lärdom av dessa.
  • Står för någonting Förstår vikten av att inspirera organisationen kring ett högre syfte. Förespråkar ekologisk och social hållbarhet.

Källa: Realtid.se
Datum: 1 november 2021
Länk

Your guide to successful meetings in a hybrid era

Posted in Aktuellt, Board work / Styrelsearbete, Executive Team / Ledningsgruppsarbete, Leadership / Ledarskap on October 29th, 2021 by admin
In her new book, Karin M. Reed dives into our sudden shift to virtual meetings—and how to make the most of them.

In this edition of Author Talks, McKinsey’s Justine Jablonska chats with video communications expert Karin M. Reed about her book, Suddenly Virtual: Making Remote Meetings Work (Wiley, 2021). The Emmy-award-winning broadcast journalist and CEO of Speaker Dynamics compiled her expertise with coauthor Joseph Allen’s data into an engaging and practical guide about how to both lead and participate in virtual meetings. An edited version of the conversation follows.

What problem are you hoping to solve with this book?

Initially, when the pandemic hit, everybody took emergency action in order to move business forward. So they grabbed whatever tools they could to work remote from home, to get business done.

And it might not have necessarily been the thing that worked best; it was just the thing that worked. A year into the pandemic, people are starting to be a bit more strategic in how they’re using those tools and what kind of tools they want to use. Our book is designed to be a practical guide: data-based insights coupled with real-world application; best practices that are based in science.

Efficiency is key

Can you share best practices around video meetings?

A lot of best practices for making meetings really effective seem like common sense, but they’re uncommonly practiced. And a lot of those bad habits are exacerbated in a virtual setting. Video calls don’t need to happen if they are simply a matter of checking a point or a quick information share. But we’re missing out on those conversations when you poke your head into somebody’s office and say, “Hey, a quick follow-up on that.”

There’s also a matter of understanding about the best way to use video and virtual meetings. The most effective ones are shorter and purpose-driven. So rather than an agenda of ten items, think about an agenda of two items, and get into that meeting and get stuff done. Chop things up so that you have a 20-minute meeting, as opposed to a two-hour meeting, because you have to understand the limits of endurance and attention span in this environment.

It’s also important to determine who should be in the meeting. The sweet spot for any productive discussion that needs to lead to a decision is five to seven people. And that is any meeting, whatsoever. If you have more than seven people in a virtual meeting and you’re trying to have a productive dialogue, it’s very unwieldy.

What are some practical tips for video-meeting participants?

One of the mistakes that I see people make is they ignore how they show up whenever they are speaking on webcam. And there are a couple of things that you should definitely be attending to. It’s not a matter of vanity. It’s a matter of being respectful of your conversation partner. If your face is in shadow or your audio is really crackly, it’s the equivalent of forcing somebody to have a phone call with you when the connection is bad.

You want to make sure that you can communicate effectively in full. First of all, ensure that your background is uncluttered and nondistracting. Make sure that you don’t have anything behind you that would reveal something about you that you wouldn’t want revealed, but also that could potentially pull focus. Anything that distracts will detract from your message.

The second thing I would focus on is lighting your face. Facial expressions are so critical in conveying your message, so make sure that people can easily read them.

The third thing I would consider is your audio. Record yourself on a video call so you can hear how your audio sounds, or hop on a call with a trusted colleague or friend who will tell you how you sound. Don’t just rely on the built-in microphone on your laptop. Oftentimes, they don’t have clear audio fidelity.

Consider your camera position: you want your camera at eye level. A lot of times, people are using the webcam that’s embedded in their laptop, and they keep it down on their desk or down on the table, and they appear to be looking down. Whenever you look down, it’s like you’re looking down on the person you’re having the conversation with. We would never do that in a face-to-face conversation. You don’t want to do that in a virtual setting. If you’re using a laptop, elevate it. Put it on a stack of books or on a box. If you have an external webcam, stick it on a tripod, and then you can adjust the height based on what works in your space. And then ensure that you are squarely framed, meaning that you have a little bit of space between the top of your head and on either side of your shoulders.

Why is eye contact important during virtual meetings?

This is always a challenge for people in a virtual setting. If you want to speak with impact, you need to be looking primarily at the camera lens. Now this will go against every natural impulse that you have, because the majority of us want to make eye contact with our conversation partners. And typically, they’re on the screen. But guess what? The camera is not embedded in the screen, so you need to actually look at the camera lens, or else you’ll look like you’re looking down or looking in a place that is not into the eyes of your conversation partner.

As the speaker, you spend less time looking at the listener than the listener does looking at the speaker. You want to interact with the camera as if you are with a person face-to-face. So primarily you’re pouring energy through the camera lens, but you are not staring into it.

Engage with participants

What’s your advice for virtual-meeting leaders?

Proactive facilitation is critical in any virtual meeting because there’s a lot of stilted and stunted conversation. People don’t know when it’s their turn to talk. I advocate cold calling with good intention, meaning call on people by name to let them know, “OK, you have the floor.”

You can look for nonverbal cues that might indicate that somebody has something to say. If somebody leans toward the camera, that’s usually an indication that they have something they want to add. If somebody unmutes themselves, I will say, “Hey, Justine, it looks like you have something to say.” And maybe they say, “No, I don’t have anything to say.” But I’d rather have you err on that side than just have a period where nobody is responding and you don’t engage in dialogue.

The chat feature is a great functionality for many platforms, especially if you have a larger meeting, or if you are dealing with a global team. We have to start rethinking what we consider to be participation. In a large video meeting, it can be really daunting to get the gumption to speak up. Folks might find it much easier to put their participation in the form of text. The challenge is for the leader to take a look at that chat and incorporate that into the verbal conversation.

What surprised you most throughout your research?

The genesis of the book came from a webinar that I did with my coauthor Dr. Joseph Allen, who is a meeting scientist. We were talking about the future of the modern meeting, postulating that three, five, ten years out, virtual meetings were going to become a big part of how we do business, and that video would be at their core.

That was the first week of March of 2020. Think about what happened the second week of March 2020. Everything went haywire. We were suddenly all on these video-collaboration platforms. The exponential adoption of video-collaboration tools was really surprising to me in terms of how quickly people said, “Yes, we need to use these.”

Will virtual meetings stick around?

All trends indicate that we will be in a hybrid situation for the foreseeable future. Some folks are very anxious to come back to the brick-and-mortar office. Other folks are saying, “This remote work is really working for me.”

You have to be able to figure out how to handle a hybrid meeting where you have three people in a co-located conference room here, three people in a co-located conference room there, and then five people joining on an individual webcam. And the challenge for the meeting leader is to figure out how to get everybody to talk to each other.

Source: McKinsey.com, October 2021
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