Richard Branson’s secret to being more productive, in just two words

Posted in Aktuellt, Allmänt on August 7th, 2017 by admin

Peak performance starts with committing to these two words.

When it comes to inspiring entrepreneurs and business owners, Richard Branson is at the top of most lists.

After all, he’s a billionaire who has started over 400 companies and is easily in the running for the busiest individual in the world while still enjoying life.

Entrepreneurs striving to make their impact in the world look at Branson from the surface and may be tempted to think that he has some ultra-secret to credit for his success.

However, if you’re looking for a productivity hack, a morning routine, or the one book to read to change it all, you’ll be disappointed.

The secret to Richard Branson’s success and productivity is summed up in two words: “Work out.”

Simple as that. He claims that exercise is his tool that helps him double his daily productivity. Working out is often expressed as a great way to enhance your physical appearance. But working out is, more importantly, a tool that provides a huge ROI toward your productivity and overall well-being.

If you’re on the fence about investing fully into the power of exercise, here are three reasons why you should start today.

1. Improving brain power.
When you’re building a business and striving for massive amounts of career success, optimizing your brain output is an essential tool to making that desire a reality.

When you exercise, you’re going to be mentally sharper, which leads to better decision making throughout the day. This equates to delivering better presentations, better food choices, and better choices within your daily operations.

When you work out, you’re increasing the amount of oxygen flowing into your brain while releasing various other chemicals that help improve your memory and concentration.

2. Make more money.
When you get off your bottom, you increase your bottom line. There’s a correlation that benefits both men and women when it comes to prioritizing the gym and making more money.

According to associate professor Vasilios Kostas of Cleveland State, of those who head to the gym at least three times per week, men made 7 percent more while women made 12 percent more than those who don’t.

The underrated reasoning for this increase is a boost in self-confidence. Often times, we’re our own worst enemy with the things we say and think about ourselves. Working out helps reframe the perception that we have of ourselves along with the energy we radiate out into the day-to-day world.

3. Reduce stress.
Waiting in line at Starbucks, delayed trains, traffic, deadlines, proposals, friends, family, and many other things can all be a form of stress.

None of these scenarios are likely to vanish from your life. However, you can prepare yourself to handle them better through working out.

Working out provides an outlet for releasing any pent-up tension from the day. The Anxiety and Depression Association of America reported that seven out of 10 of adults in the U.S. deal with daily stress or anxiety.

When you work out, you’re releasing endorphins and building up yourself to respond and be resilient to upcoming stressors. Don’t overcomplicate it when it comes to exercising– even a 20-minute walk can provide a much-needed jolt of happiness.

Source:, July 2017
By Julian Hayes II , Founder, The Art of Fitness & Life @thejulianhayes

Five easy ways to overcome procrastination

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap on July 29th, 2017 by admin

If you know the “why” of your procrastinating, you can easily find the “how” to overcome it.

Procrastination is like a sore throat; it’s a symptom with many possible causes. Unless you know the cause, the treatment for the symptom might things worse. This column contains the five most common causes of procrastination and how to overcome them.

1. The size of a task seems overwhelming.
Explanation: Every time you think about the task it seems like a huge mountain of work that you’ll never be able to complete. You therefore avoid starting.

Solution: Break the task into small steps and then start working on them. This builds momentum and makes the task far less daunting.

Example: You’ve decided to write a book. Rather than sitting down and trying to write the book (which will probably cause you to stare at the blank screen), spend one hour on each of the following sub-tasks:

1. Jot down as many ideas as possible.

2. Sort the ideas into an outline.

3. List out anecdotes you’ll want to include.

4. Write a sample anecdote to determine style.

5. Review existing materials (e.g. presentations).

6. Assign those materials to sections of your outline.

7. Write the first three paragraphs of a sample chapter.

8. Create a schedule to write 2 pages a day.

2. The number of tasks seems overwhelming.
Explanation: Your to-do list has so many tasks in it that you feel as if you’ll never be able to finish them all, so why bother getting started?

Solution: Combine the tasks into a conceptual activity and then set a time limit for how long you’ll pursue that activity.

Example: Your email account is being peppered by so many requests and demands that you feel as if you can’t possibly get them done. Rather than fret about the pieces and parts, set aside a couple of hours to “do email.” Schedule a similar session tomorrow or later that day.

Thinking of the work as an activity rather than a bunch of action items makes them seem less burdensome.

3. A set of tasks seem repetitive and boring.
Explanation: You’re a creative person with an active mind so you naturally put off any activity that doesn’t personally interest you.

Solution: Set a time limit for completing a single task in the set and then compete against yourself to see if you can beat that time limit. Reward yourself each time you beat the clock.

Example: You’re a newly-hired salesperson who must write personalized emails to two dozen customers. The work involves quickly researching their account, addressing any issues they’ve had with the previous salesperson, and then introducing yourself.

Rather than just slogging through the work, estimate the maximum amount of time it should take to write one letter (let’s say 5 minutes). It should thus take you 120 minutes (2 hours) to write all of them.

Start the stopwatch, write the first email. If you have time left over, do something else (like read the news). When the stopwatch buzzes, reset, write the second email, etc.

4. The task seems so important that it’s daunting.
Explanation: You realize that if you screw this task up, it might mean losing your job or missing a huge opportunity. You avoid it because you don’t want to risk failure.

Solution: Contact somebody you trust and ask if they’ll review your work (if the task is written) or act as a sounding board (if the task is verbal). Doing the task for your reviewer is low-risk and thus the task is easier to start. The reviewer’s perspective and approval provides you extra confidence when you actually execute the task.

Example: You need to write an email demanding payment from a customer who’s in arrears. Because you don’t want to damage the relationship and yet need to be paid, it’s a difficult balancing act–so difficult that you avoid writing the email.

To break the mental log-jam, ask a colleague or friend if they’ll review your email before you send it to see if it hits the right tone. Writing the email then becomes easier because you’re writing it for your friend to read rather than for the customer.

Problem: You just don’t feel like working.
Explanation: You’re feeling burned out and generally unmotivated, so you’re finding it very hard to get down to work.

Solution: You have two choices: 1) reschedule the activity for a time when you’ll be more motivated or 2) motivate yourself in the short-term by setting a reward.

Example: You need to write a trip report but you’re tired after a long day of travel. While you know that the report will be more accurate if you write it now, you decide to write it tomorrow morning after breakfast and coffee–a time when you’re typically more motivated.

Alternatively, you motivate yourself short-term promising yourself that you’ll buy and download a book that you’ve been wanting to read… but only if you write the report tonight., 7 July 2017
Author: Geoffrey James

Vem har tagit mina beslut?

Posted in Aktuellt, Allmänt on July 9th, 2017 by admin

Välkommen till en ny tids ledarskap!

Välkommen till Lagercrantz Associates och tredje numret av vårt nyhetsbrev Nya Ögon. Vi arbetar med executive och board search, rådgivning och styrelseutvärderingar. Vår verksamhet bygger på decennier av erfarenhet, ett omfattande nätverk och ett djupt engagemang i våra uppdrag.

Vem har tagit mina beslut?
I Nya Ögon 3 har vi tittat närmare på en differens som kan skapa irritation i styrelserummen. Skillnaden mellan beslut och uppföljning.

Det är snart dags för sommarledigheten och du har förmodligen lovat dig och din familj att i år blir det äntligen en lång, härlig sammanhängande ledighet utan oplanerade jobbavbrott.

Sannolikt kommer det inte att hålla.

Du är dessvärre i gott sällskap. I våra styrelseutvärderingar har vi sedan 2012 analyserat hur toppstyrelser utvecklar sin styrkraft och effektivitet. Över åren har vi sett en statistisk avvikelse som tyvärr är konstant: Alltför många beslut når inte över tröskeln i styrelserummet. De försvinner på vägen. Någon eller något har tagit dem.

Styrelsemedlemmar har stor tilltro till egna förmågan att fatta beslut, men när det kommer till uppföljning minskar tilltron.

Långsiktiga beslut riskerar att inte bli så långsiktiga. Besluten når inte fram till sin adress. Och därmed omsätts de inte i praktiken.

I vår utvärdering har vi såväl konkreta frågor om hur styrelsen fattar beslut och frågor med en direkt koppling till uppföljning, hur mycket tid som avsätts samt hur styrelsen håller sig informerad om avvikelser mot beslut.

Vårt utvärderingsmaterial visar en tydlig skillnad mellan hur styrelserna bedömer kraften i beslutsfattandet jämfört med förmågan och styrkan i uppföljningen av besluten. Vi ser även ett liknande mönster när det handlar om rena investeringsbeslut. På den värderingsskala vi arbetar med finns det en 35-procentig förbättringspotential i uppföljningen.

Kanske har avvikelsen sin naturliga förklaring. I en disruptiv värld med tvära kast, krävs en allt större anpassningsförmåga. Snabba beslut kräver effektivare processer. Och uppföljningen av många förändringsprocesser hamnar till slut utanför styrelserummen.

Det finns även några klassiska orsaker till beslutsbromsar enligt Harvardprofessorerna Galford, Frisch och Greene:

1. Ingen frågade mig

Behovet av en genomarbetad förankringsprocess är underskattad, inte minst tidsmässigt. Är processen förankrad? Är rätt personer informerade?

2. Jag sa inget tidigare, men…

Gör klart att tystnad är detsamma som ett ja i styrelsen. Ingen ska efter ett beslut är fattat säga att ”jag var inte helt säker”. Men räkna inte med att samma ska gälla i hela organisationen.

3. Jag gör det på mitt sätt

Den i särklass vanligaste orsaken. Beror ofta på att underlaget för genomförandet urvattnas på väg ut i organisationen redan på VD-nivå. Tydliga ”milestones” och regelbundna uppföljningar som avrapporteras i styrelserummet råder bot på detta.

Att komma ikapp besluten

1. Förändring är ett ständigt tillstånd

Utgår styrelsen från rätt omvärldsförutsättningar? Det finns under genomförandeprocessen skäl att ifrågasätta och kalibrera innan någon annan gör det på grund av förändringar i omvärlden. En sammanställning av svaren i våra utvärderingar, avseende området: ”Styrelsen ägnar tillräckligt mycket tid åt omvärldsbevakning” ger vid handen att styrelser inte anser att man lägger tillräckligt mycket tid på detta idag. Ändrade råvarupriser, andra viktigare processer som riskerar att störas, nytt beslutsunderlag kan i många fall leda till alternativa beslutsvägar. Nya aktörer dyker plötsligt upp mellan dig och kunden och kundernas köppreferenser och beteenden förändras i en rasande fart.

2. Svaret finns inte i siffrorna – utan i regelbundna avrapporteringar

Ett vanligt svar i våra intervjuer är att ”uppföljningen ser vi i siffrorna och resultaten”. Men som 10 000-meterlöparen behöver regelbundna mellantider för att sitt mål, måste förändringsprocesser avrapporteras mer regelbundet. Det måste ske med en tydlig koppling mellan vilka insatser / aktiviteter som genomförs och vilket resultat som nås.

3. Utvärdera ledningsteamet mot förändrade förutsättningar

Tar styrelsemedlemmarna beslutsprocessen hela vägen? Lagercrantz Associates har mångårig erfarenhet av VD-rekrytering och utvärderingar av såväl VD:ar som ledningsgrupper och dess enskilda ledningsgruppsmedlemmar . Teamets sammansättning och samspel skall ständigt ställas mot de utmaningar som organisationen står inför.

Lycka till med årets långa, härliga sammanhängande sommarledighet!

Vännerna på Lagercrantz Associates

Nya ögon på ledarskap relaterat till aktieägarvärde

Kort om oss på Lagercrantz Associates

Det sägs att världens totala kunskap dubbleras var tredje år. Att styra ett företag i denna omsättningshastighet ställer onekligen krav på den utvalde.

I takt med förändringarna förändras även kravprofilen på svenska företags styrelser och ledningar. Hur hanterar dagens ledare de allt snabbare omställningarna, som tex omfattande regelverk, digitalisering, förändrade köpbeteenden, media, miljöfrågor?

Förändringens pris läser vi om på näringslivssidorna. VD och styrelseordföranden lever ett kortare liv och felrekryteringar kostar företag och aktieägare stora pengar. Lagercrantz Associates startades 2012 med nya ögon på ledarskap, governance, hållbara rekryteringar och styrelseutveckling.

Vi har många års erfarenhet, unikt kontaktnät, faktabaserade utvärderingsverktyg av ledarskap och styrelser samt en djup förståelse av aktieägarperspektivet.

Lagercrantz Associates erbjuder fyra tjänster:
1. Rekrytering av ledare.
2. Rekrytering av styrelsemedlemmar.
3. Utvärdering av styrelsearbete.
4. Utvärdering av ledningsgrupper

Tillsammans har detta byggt Lagercrantz Associates – ett kondenserat, personligt företag för ledarrekrytering och styrelseutveckling, med en högre karat av kunskap hos våra enskilda medarbetare och en gemensam passion för att finna och utveckla den nya tidens ledare och styrkraft.


Vi är stolta och glada över att vi under våren har fått in Erika Magnus i vårt team. Erika har en bred internationell erfarenhet från finans, strategifrågor, IR och Corporate Communication, bl a från tillverkningsindustrin och telekom. Mer information om Erika här.

What if companies managed people as carefully as they manage money?

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

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

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

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

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

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

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

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

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

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

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

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

Det här lockar unga talanger till ert företag!

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

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

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

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

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

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

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

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

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

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

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

Källa:, maj 2017

Hur ser framtidens kontor ut?

Posted in Aktuellt, Allmänt on April 21st, 2017 by admin

Kollegor som jobbar på distans, robotar och lokaler som i första hand är till för att inspirera de anställda och skapa bra möten. Vi har spanat in genom nyckelhålet till framtidens kontor.

Fem framtidstrender på kontoret
– Medarbetarnas behov för att må bra och vara produktiva kommer att stå i centrum.
– Kontoren kommer mer att likna bostäder i sin struktur.
– Fasta arbetsplatser är snart ett minne blott. I framtiden sätter vi oss där det passar – om vi kommer till jobbet alls.
– Vi kommer att kontorsjobba mer utomhus.
– Robotar kommer att bli vanligare, både i form av artificiell intelligens och robotar som mer fungerar som praktiska verktyg.


Why good boards fail (part 1)

Posted in Aktuellt, Allmänt, Board work / Styrelsearbete on April 21st, 2017 by admin

Board mix
Board of Directors is only as good as the individual Board Members who sit on the Board. Understanding the importance of the role whilst possessing the required skills, relevant qualifications and experience is fundamental to success.
Ensuring that Board Members have an appropriate mix of skills, competencies and characteristics is an important aspect of building a good Board and is critical for successful boardroom performance.
In recent years, Boards have evolved into requiring more specialist skills in particular areas. For example, newspaper corporations have been actively seeking IT and multimedia expertise as their industry shifts more online. However, as well has having a specialised capability, Board Members also need broad competence and experience across a whole series of skill sets to fulfil their obligations as Board Members. This has implications for Board Director selection and the development of a robust Board Director Assessment Framework as it becomes more challenging to find that combination of specialist skills with the broad suite of experience. Increasingly, Boards need deep operational and industry skills with members who understand the complexity of the business.

Source: Stanton Chase
Author: Jan Bladen

Hur ska ni locka den unga generationens talanger till er?

Posted in Aktuellt, Allmänt on April 20th, 2017 by admin

Glöm fasta kontorstider. Nu kommer ”Generation Flex” som förväntar sig ett fritt och flexibelt jobb!

– Man jobbar bättre om man får styra själv – något som även gynnar arbetsgivaren, säger Erik Emilsson, vd för revisionsbyrån Revideco.

gym 1I dag är konkurrensen hård om unga högutbildade talanger. Och för att locka dem till sig ställs nya krav på arbetsgivaren. Den generation som nu på allvar tar plats och makt på arbetsmarknaden har nämligen andra förväntningar på arbetslivet än tidigare generationer.
– Att få jobba flexibelt är inget önskemål för dem – det är ett grundkrav, säger psykologen, ekonomen och forskaren Aram Seddigh, specialist på kontorsmiljöer.

– Tidigare har vi anpassat privatlivet efter arbetet – nu håller det på att bli tvärtom, vårt privatliv får styra hur vi lägger upp våra jobb. Den digitala tekniken har förändrat arbetslivet radikalt. Allt fler kan jobba när och var de vill – huvudsaken är att man lever upp till målen.

Livsbalans före ekonomiska belöningar
Åtta av tio nyexaminerade akademiker svarar i en svensk undersökning att det är viktigt eller mycket viktigt att få jobba flexibelt – det vill säga på andra tider än ordinarie kontorstider och på andra ställen än kontoret.gym 3

En annan studie med över 4 000 personer födda 1980-2000 visar att personlig utveckling och livsbalans betyder mer än ekonomiska förmåner: Att få vidareutbilda sig och ha flexibla arbetstider med fokus på balans mellan jobb och fritid toppar deras önskelista. Först på tredje plats kommer ekonomiska belöningssystem som bonusar.

Frihet att träna mitt på dagen
Johanna Håkansson, HR manager hos Telenor Företag:
– Framför allt de som är mest ambitiösa och eftertraktade på arbetsmarknaden vill ha en större frihet att utföra sina arbetsuppgifter på tider som passar dem. De vill exempelvis kunna träna mitt på dagen och i stället ta ett kvällspass då de slutför arbetsuppgiften. Att de får bra digitala arbetsverktyg på jobbet tar de som en självklarhet – liksom att det finns vettiga tjänster kopplade till verktygen.

Samarbete på distans
På revisionsbyrån Revideco – som har kontor i Stockholm, Skellefteå, Jönköping och Göteborg – kan personalen jobba flexibelt tack vare en effektiv digital infrastruktur, berättar vd:n Erik Emilsson, som grundade byrån 1994.

– Med hjälp av digitala, molnbaserade lösningar kan vi nå alla program, dokument och kommunikationslösningar – oavsett var vi befinner oss, och oavsett vilken teknisk enhet vi jobbar från.

”Syns direkt på vår lönsamhet”
Många väljer därför att lösa sina arbetsuppgifter utanför det fysiska kontoret och bortom de ordinarie kontorstiderna. Något som Erik Emilsson är positiv till:
– Vi är övertygade om att människor blir mycket mer effektiva om de får arbeta där de vill och när de vill. Man jobbar bättre om man får styra själv. Dessutom blir det fler timmar gjorda, vilket syns direkt på vår lönsamhet. Vi säljer timmar, och behöver få timmar gjorda. När eller var det sker spelar ingen roll.

Lockar högutbildade
Flexibiliteten är inte bara en viktig trivsel- och lönsamhetsfaktor, utan också en förutsättning för att bli betraktad som en attraktiv arbetsgivare, menar Erik Emilsson.

– Det märks varje gång vi rekryterar nya medarbetare. För unga högutbildade personer som precis har bildat familj är möjligheten attgym 2 jobba flexibelt ett grundkrav. Om dagis stänger lite tidigare en dag har alla enormt mycket att vinna på att de kan jobba några timmar hemifrån. Vi får ut våra timmar – och de behöver inte ta ledigt hela dagen.

Källor: Undersökning från Jusek samt rapporten ”Millennials at work – reshaping the workplace”, intervjuer med över 4 000 personer födda 1980-2000.

Fakta: 60 procent av arbetstiden är vi på språng

• Var tredje person har sagt upp sig från ett jobb för att det inte var flexibelt – och var femte söker efter ett nytt mer flexibelt arbete, visar en undersökning från 2016 bland cirka 3 100 anställda.

• De främsta orsakerna till att vi uppskattar ett flexibelt jobb är att det ger bättre balans mellan jobb och fritid, minskar stress, sparar tid och ger mer tid för familjen.

• En medarbetare sitter på sin arbetsplats i genomsnitt 39 procent av sin arbetstid, enligt en undersökning med 5 000 anställda på 17 företag i Europa, USA och Australien.

Källor: Flexjobs och Condeco Sense.

Kä, 20 april 2017

Emotional intelligence has 12 elements. Which do you need to work on?

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap on April 11th, 2017 by admin

Esther is a well-liked manager of a small team. Kind and respectful, she is sensitive to the needs of others. She is a problem solver; she tends to see setbacks as opportunities. She’s always engaged and is a source of calm to her colleagues. Her manager feels lucky to have such an easy direct report to work with and often compliments Esther on her high levels of emotional intelligence, or EI. And Esther indeed counts EI as one of her strengths; she’s grateful for at least one thing she doesn’t have to work on as part of her leadership development. It’s strange, though — even with her positive outlook, Esther is starting to feel stuck in her career. She just hasn’t been able to demonstrate the kind of performance her company is looking for. So much for emotional intelligence, she’s starting to think.

The trap that has ensnared Esther and her manager is a common one: They are defining emotional intelligence much too narrowly. Because they’re focusing only on Esther’s sociability, sensitivity, and likability, they’re missing critical elements of emotional intelligence that could make her a stronger, more effective leader. A recent HBR article highlights the skills that a kind, positive manager like Esther might lack: the ability to deliver difficult feedback to employees, the courage to ruffle feathers and drive change, the creativity to think outside the box. But these gaps aren’t a result of Esther’s emotional intelligence; they’re simply evidence that her EI skills are uneven. In the model of EI and leadership excellence that we have developed over 30 years of studying the strengths of outstanding leaders, we’ve found that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.

There are many models of emotional intelligence, each with its own set of abilities; they are often lumped together as “EQ” in the popular vernacular. We prefer “EI,” which we define as comprising four domains: self-awareness, self-management, social awareness, and relationship management. Nested within each domain are twelve EI competencies, learned and learnable capabilities that allow outstanding performance at work or as a leader (see the image below). These include areas in which Esther is clearly strong: empathy, positive outlook, and self-control. But they also include crucial abilities such as achievement, influence, conflict management, teamwork and inspirational leadership. These skills require just as much engagement with emotions as the first set, and should be just as much a part of any aspiring leader’s development priorities.

Fiss A

For example, if Esther had strength in conflict management, she would be skilled in giving people unpleasant feedback. And if she were more inclined to influence, she would want to provide that difficult feedback as a way to lead her direct reports and help them grow. Say, for example, that Esther has a peer who is overbearing and abrasive. Rather than smoothing over every interaction, with a broader balance of EI skills she could bring up the issue to her colleague directly, drawing on emotional self-control to keep her own reactivity at bay while telling him what, specifically, does not work in his style. Bringing simmering issues to the surface goes to the core of conflict management. Esther could also draw on influence strategy to explain to her colleague that she wants to see him succeed, and that if he monitored how his style impacted those around him he would understand how a change would help everyone.

Similarly, if Esther had developed her inspirational leadership competence, she would be more successful at driving change. A leader with this strength can articulate a vision or mission that resonates emotionally with both themselves and those they lead, which is a key ingredient in marshaling the motivation essential for going in a new direction. Indeed, several studies have found a strong association between EI, driving change, and visionary leadership.

In order to excel, leaders need to develop a balance of strengths across the suite of EI competencies. When they do that, excellent business results follow.

How can you tell where your EI needs improvement — especially if you feel that it’s strong in some areas?

Simply reviewing the 12 competencies in your mind can give you a sense of where you might need some development. There are a number of formal models of EI, and many of them come with their own assessment tools. When choosing a tool to use, consider how well it predicts leadership outcomes. Some assess how you see yourself; these correlate highly with personality tests, which also tap into a person’s “self-schema.” Others, like that of Yale University president Peter Salovey and his colleagues, define EI as an ability; their test, the MSCEIT (a commercially available product), correlates more highly with IQ than any other EI test.

We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get.

Formal 360-degree assessments, which incorporate systematic, anonymous observations of your behavior by people who work with you, have been found to not correlate well with IQ or personality, but they are the best predictors of a leader’s effectiveness, actual business performance, engagement, and job (and life) satisfaction. Into this category fall our own model and the Emotional and Social Competency Inventory, or ESCI 360, a commercially available assessment we developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely on how others rate observable behaviors in evaluating a leader. The larger the gap between a leader’s self-ratings and how others see them, research finds, the fewer EI strengths the leader actually shows, and the poorer the business results.

These assessments are critical to a full evaluation of your EI, but even understanding that these 12 competencies are all a part of your emotional intelligence is an important first step in addressing areas where your EI is at its weakest. Coaching is the most effective method for improving in areas of EI deficit. Having expert support during your ups and downs as you practice operating in a new way is invaluable.

Even people with many apparent leadership strengths can stand to better understand those areas of EI where we have room to grow. Don’t shortchange your development as a leader by assuming that EI is all about being sweet and chipper, or that your EI is perfect if you are — or, even worse, assume that EI can’t help you excel in your career.

Source: Harvard Business Review, February 2017
Authors: Daniel Goleman and Richard E. Boyatzis

Five tips for facilitating meetings that generate results

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on April 3rd, 2017 by admin

The work world is simultaneously in love and hate with meetings – from congratulatory mugs for surviving ‘another meeting that could have been an email’ to the mandatory ‘check-in’ meetings that seem to plague event the tightest of calendars. It is generally accepted that meetings are necessary for effective work to be done. However, not all meetings lend themselves toward empowering productivity. What’s an organization to do?

It all comes down to planning. There’s a specific formula that needs to be followed in order to push attendees toward action. The outline described below is tried and true. In fact, it has saved many of my own meetings from the pits of meeting despair. If you have a plan, focus on the actions required to carry it out and clarify tasks along the way, you’ll be on the road to great results in no time. Better yet, this framework can help you empower your team to become more effective, focused and productive.

#1 – Come Prepared
Always prepare for your meetings, whether they’re internal, with a client or with a vendor. To maintain control of the room, you must be prepared to address any and all topics that may come up. First, determine what the outcome of the meeting needs to be, and assemble those meetingitems into a list of actionable talking points. Next, determine what information needs to support that list of talking points. For example, if you’re meeting to discuss next year’s marketing budget, come prepared with the results of this year’s marketing efforts, recommendations for improvement and spend allocation, and a few discussion points to keep the room engaged.

This level of preparation prior to the meeting can help you gain valuable insights into next steps as well as build your credibility within the group of meeting attendees. If you put in the work ahead of time, there is much more time for discussion and decision making in session.

#2 – Set Your Agenda
Great meetings begin with an agenda. Using the talking points described in step one, make a list of topics to be covered and a key to describe who will lead that particular discussion. Creating your agenda before the meeting allows you to determine the length of time needed and will set the tone for the people involved.

Each agenda item should be action oriented, ‘review and approve design mock up’ vs ‘design mock up’, for example, to clarify the expected outcome of each discussion. At the beginning of the meeting, review the agenda with all attendees and ask if there is anything else to add. This ensures all necessary topics are covered prior to the meeting coming to a close.

#3 – Discourage Multi-Tasking
It may seem counter-intuitive, but multi-tasking is a notorious productivity killer. The focus of all attendees is required to produce and efficient and effective meeting. Ask those attending in person to close their computers. Ask remote attendees to avoid checking email or other distractions. Ask questions that encourage interaction. The person facilitating the meeting should take notes as needed. The larger the meeting, the more opportunities for distractions, so don’t hesitate to politely rein in a wayward discussion when needed.

If closing computers isn’t possible, set your expectations right out of the gate. A simple statement like ‘For the next 30 minutes, I want us all to put our full attention toward solving this problem. Let’s focus on the task at hand and avoid multi-tasking so we can really make this meeting count.’ This will give all in attendance a shared sense of purpose and set a tone of collaboration and results-oriented problem solving right away.

#4 – Document Action Items

When you take meeting notes, be sure to document any action items that may arise. Make sure you are clear on the action needed, and then reiterate to the team after the action is discussed. For example, in a discussion about SEO, the idea of an analytics audit may come up. When it does, document the task, ‘conduct analytics audit’, and the person assigned, ‘analytics specialist’, then repeat to the room, ‘OK – I’m taking an action for our analytics specialist to conduct an analytics audit.’

When the meeting comes to a close, always end with a summary of actions. For example, you could say something like ‘Great, thanks for your time today team. I want to take a minute to run through our post meeting actions and answer any additional questions. For my team, the actions are to conduct an analytics audit…’ This gives the attendees their final marching orders on the way out the door, clarifies expectations for all involved and inspires immediate action once the meeting wraps up.

#5 – Send a Post-Meeting Summary
When the meeting concludes, always send a post-meeting summary to those who have attended. This email serves as a reminder of discussion topics as well as a documented assignment of tasks for the team involved. It’s often helpful to reference the same post-meeting email when preparing the agenda for your next meeting to keep progress moving forward.

Following this formula helps drive meetings toward an action-oriented conclusion.

Ensuring all attendees are aware of the purpose of the meeting, the desired outcome and the follow up tasks will provide a helpful framework for the meetings to follow.

Source:, March 30th, 2017
By: Tiffani Allen