Utvärdering av gårdagens föreläsning

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on November 19th, 2015 by admin

Utvärdering av min föreläsning i Malmö igår med ett 90-tal chefer från E.On …

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Några skriftliga kommentarer:
“Jag tycker den röda tråden genom presentationen var bra och du är engagerande att lyssna på. Upplägg och sätt är intressant med en blandning av inspelningar och videosnuttar”

“Otroligt att tala i 1,45 h utan att staka sig en enda gång”

“Det var mycket uppfriskande att lyssna på dig – även om en hel del är sådant man redan känner till så är det, som en bakgrund i ledarskapet, nyttigt att påminnas om de här realiteterna och den hisnande snabba utvecklingstakten vi har att förhålla oss till”

“Förstår man inte vikten av dessa frågeställningar för alla bolag är det nog dags att vakna”

“Tycker att detta var den bästa föreläsningen med bild- och ljudspel som jag har varit med om”

“Ett budskap som alla i organisationen borde ta del av”

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Föreläsning: “Först till framtiden”

Posted in Aktuellt, Lectures / Föreläsningar on April 8th, 2015 by admin

70% av dagens svenska chefer sig att man förväntas öka sin produktion (eller motsvarande) under de kommande tre åren. Och det med samma eller mindre resurser!

En nyckel till framgång är att lyckas mobilisera sin organisation både snabbare och mer effektivt än tidigare.

Vill Du höra mer om hur framgångsrika företag lyckas med detta?
Du är välkommen att kontakta mig: johan.mathson@arc-ec.se

Läs gärna mer här.

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Next stop Copenhagen

Posted in Aktuellt, Lectures / Föreläsningar on March 19th, 2015 by admin

On my way to Copenhagen to run a seminar with 100 international managers!
ladda ned

Five mind-blowing lessons from the most popular TED talks of all time

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on February 26th, 2015 by admin

What does it take to be happy? How do you motivate the people who work for you to do their best? How do you know what is and isn’t real in the world around you?

You may think you know the answers to all these questions, but watching the 20 most popular TED talks of all time will likely change your mind. With speakers like Bill Gates and Sting to choose from, some of the highest standards anywhere, and a proven method for mining the best and most insightful information any speaker can share, by the time a talk is published on the TED website, it’s always worth watching and almost always brilliant.

Just how great does a talk have to be to shine in that high-level group? Take a look at these examples and you’ll know. They are not only entertaining and thought provoking, but will likely make you rethink many of your assumptions. Here are just a few beliefs that these talks may unsettle:
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1. Getting what we want will make us happy.
Not by a long shot. After explaining how making his younger sister think she was a unicorn kept her from feeling pain after a fall, psychologist Shawn Achor explains how the external facts of our lives account for very little of our actual happiness. And Harvard psychologist Dan Gilbert shows us how we can be happy even when everything goes wrong.

2. The best leaders create great incentives.
You might think that figuring out how to give employees the rewards and accomplishments they’re looking for would be the best way to create an effective organization. In fact, leadership expert Simon Sinek and the legendary Tony Robbins each explain in different ways that answering the question “Why?” is infinitely more powerful.

3. Some people are more creative than others.
And you need those people on your team, right? It turns out that employees’ creativity has everything to do with how you motivate them–and the traditional forms of motivation are dead wrong, according to career analyst Dan Pink. Not only that, Eat, Pray, Love author Elizabeth Gilbert makes the case that, rather than a few people “being” geniuses, all of us “have” genius within us.

4. Power equals strength.
Actually, the happiest, most joyful, and most fulfilled people are those who are willing to let their worst weaknesses show, argues social researcher Brené Brown. Not only that, but power is largely a matter of your own perception. And–surprisingly–you can change that perception simply by altering the ways you sit, stand, and move, explains social psychologist Amy Cuddy.

5. The world is as we see it.
Or maybe not. Underwear model Cameron Russell does a quick change onstage and reveals a lot about how the images we see in magazines and in the media bear little or no resemblance to the humans being photographed. “Brain magician” Keith Barry shows us how easily we can manipulate our own perceptions. And in an incredibly moving talk, brain scientist Jill Bolte Taylor experiences a stroke and gets to find out firsthand how the right side of our brains perceives the world.

Source: inc.com, February 2015
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Föreläsning i Stockholm!

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on August 6th, 2014 by admin

Det ska bli kul!
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Jag kan summera en mycket fin och spännande föreläsningsvår!

Posted in Aktuellt, Lectures / Föreläsningar on June 15th, 2014 by admin

Det är med glädje jag kan konstatera att mitt budskap känns mycket aktuellt för alla de företag, företagsledningar och chefer som jag fått möjlighet att möta under våren.
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Mina föreläsningar fokuserar i huvudsak följande områden:
– Behovet av att alla i organisationen verkligen förstå hur snabbt marknads- och konkurrensförutsättningarna förändras.
– Utmaningarna i ledarrollen (företagsledning och operativa chefer) i att utveckla verksamheten allt snabbare.
– Nyckeln till att få ut ännu mer kraft ur den befintliga organisationen (70% av svenska chefer säger att man förväntas öka sin leverans / produktion inom de kommande tre åren med samma, eller mindre, personalstyrka) genom att skapa ett genuint ökat engagemang hos alla.
– Utmaningen i att ”gå från ord till handling” snabbare än tidigare (implementera fattade beslut och strategier snabbare).

Välkommen att ta en direktkontakt med mig för en förutsättningslös diskussion om Du känner igen Dig i att dessa områden är avgörande även för er framgång.

Nya tider och nya kundkrav

Posted in Aktuellt, Allmänt, Customer care / Kundvård, Lectures / Föreläsningar, Strategy implementation / Strategiimplementering on June 4th, 2014 by admin

I mina föreläsningar talar jag ofta om betydelsen av att:
1. Förstå hur snabbt utvecklingen går vad gäller marknads- och kundförutsättningar
2. Ledarskapets förmåga att förankra rätt inställning till de snabba förändringarna i sin organisation

Inte sällan är det till stor hjälp att använda exempel från andra branscher i förståelse- och förankringsarbetet.

Här är ett utmärkt exempel på hur snabbt kunderna köpbeteenden förändras:
bilhallarna

Vill Du veta mer om mina föreläsningar – klicka här!

Moderator och föreläsare

Posted in Aktuellt, Allmänt, Lectures / Föreläsningar on March 29th, 2014 by admin

Torsdagen den 27 mars hade jag förmånen att få agera både moderator och föreläsare på det årliga Risk Management Forum i Stockholm.
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Det var både intressant, spännande och utvecklande att få ta del av mängd intressanta infallsvinklar inom området Risk Management och att få träffa andra intressanta föreläsare som Elaine Eksvärd och Marcus Murray. Tack alla för en mycket givande dag!

Motivating people: Getting beyond money

Posted in Aktuellt, Leadership / Ledarskap, Lectures / Föreläsningar on February 16th, 2014 by admin

The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses.Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. We think they should. Numerous studies have concluded that for people with satisfactory salaries, some nonfinancial motivators are more effective than extra cash in building long-term employee engagement in most sectors, job functions, and business contexts. Many financial rewards mainly generate short-term boosts of energy, which can have damaging unintended consequences. Indeed, the economic crisis, with its imperative to reduce costs and to balance short- and long-term performance effectively, gives business leaders a great opportunity to reassess the combination of financial and nonfinancial incentives that will serve their companies best through and beyond the downturn.
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A recent McKinsey Quarterly survey underscores the opportunity. The respondents view three noncash motivators—praise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forces—as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options. The survey’s top three nonfinancial motivators play critical roles in making employees feel that their companies value them, take their well-being seriously, and strive to create opportunities for career growth. These themes recur constantly in most studies on ways to motivate and engage employees.

There couldn’t be a better time to reinforce more cost-effective approaches. Money’s traditional role as the dominant motivator is under pressure from declining corporate revenues, sagging stock markets, and increasing scrutiny by regulators, activist shareholders, and the general public. Our in-depth interviews with HR directors suggest that many companies have cut remuneration costs by 15 percent or more.

What’s more, employee motivation is sagging throughout the world—morale has fallen at almost half of all companies, according to another McKinsey survey
—at a time when businesses need engaged leaders and other employees willing to go above and beyond expectations. Organizations face the challenge of retaining talented people amid morale-sapping layoffs that tend to increase voluntary turnover over the medium term. Often, top performers are the first to go. Strong talent management is critical to recruit new ones from, for example, the financial sector, who have been laid off from their employers or feel disenchanted with them.

Yet while 70 percent of organizations have adjusted their reward-and-motivation programs during the past 12 months or plan to do so, relatively few have gone beyond the direct management of costs. Two-thirds of the executives we surveyed cited cost reductions as one of the top three reasons for the changes; 27 percent made changes to increase employee motivation; and only 9 percent had the goal of attracting new talent. Regional differences were striking. Forty-five percent of the respondents in developing markets, where economies have proved more robust, cited employee motivation as a key reason for modifying incentives, compared with only 19 percent in the United States and Western Europe, where the crisis hit hardest.

Even though overall reliance on financial incentives fell over the past 12 months, a number of companies curtailed their use of nonfinancial ones as well. Thirteen percent of the survey respondents report that managers praise their subordinates less often, 20 percent that opportunities to lead projects or task forces are scarcer, and 26 percent that leadership attention to motivate talent is less forthcoming.

Why haven’t many organizations made more use of cost-effective nonfinancial motivators at a time when cash is hard to find? One reason may be that many executives hesitate to challenge the traditional managerial wisdom: money is what really counts. While executives themselves may be equally influenced by other things, they still think that bonuses are the dominant incentive for most people. “Managers see motivation in terms of the size of the compensation,” explained an HR director from the financial-services industry.

Another reason is probably that nonfinancial ways to motivate people do, on the whole, require more time and commitment from senior managers. One HR director we interviewed spoke of their tendency to “hide” in their offices—primarily reflecting uncertainty about the current situation and outlook. This lack of interaction between managers and their people creates a highly damaging void that saps employee engagement.

Some far-thinking companies, though, are working hard to understand what motivates employees and to act on their findings. One global pharmaceutical company conducted a survey that showed that in some countries employees emphasized the role of senior leadership; in others, social responsibility. The company is now increasing the weight of engagement metrics in its management scorecard so that they are seen as core performance objectives. One biotech company has reframed the incentives issue by putting the focus on “recognition” instead of “reward” in order to inspire a more thoughtful discussion about what motivates people.

The top three nonfinancial motivators our survey respondents cited offer guidance on where management might focus. The HR directors we spoke with, for example, emphasized leadership attention as a way to signal the importance of retaining top talent. When one global pharma company’s CEO was crafting corporate strategy this year, he convened several focus groups of talented managers to generate ideas about how to create more value for the business. With the same aims, a leading beverage company asked every executive committee member to meet with the critical people in their own product groups.

“One-on-one meetings between staff and leaders are hugely motivational,” explained an HR director from a mining and basic-materials company—“they make people feel valued during these difficult times.” By contrast, our survey’s respondents rated large-scale communications events, such as the town hall meetings common during the economic crisis, as one of the least effective nonfinancial motivators, along with unpaid or partially paid leave, training programs, and flexible work arrangements. While communication is critical, attempts to convey messages about the state of the business often have some spin, one HR director told us.

A chance to lead projects is a motivator that only half of the companies in our survey use frequently, although this is a particularly powerful way of inspiring employees to make a strong contribution at a challenging time. Such opportunities also develop their leadership capabilities, with long-term benefits for the organization. One HR director in the basic-materials industry explained that involvement in special projects “makes people feel like they’re part of the answer—and part of the company’s future.” A leading company from the beverages industry, for example, selected 30 high-potential managers to participate in a leadership program that created a series of projects designed and led by the participants. “Now is the time to swim upstream and invest more in our high potentials,” said the HR director, when launching the program this year.

With profitability returning to some geographies and sectors, we see signs that bonuses will be making a comeback: for instance, 28 percent of our survey respondents say that their companies plan to reintroduce financial incentives in the coming year. While such rewards certainly have an important role to play, business leaders would do well to consider the lessons of the crisis and think broadly about the best ways to engage and inspire employees. A talent strategy that emphasizes the frequent use of the right nonfinancial motivators would benefit most companies in bleak times and fair. By acting now, they could exit the downturn stronger than they entered it.

Source: McKinsey Quaterly, 2009
By: martin Dewhurst and Matthew Guthridge
About the authors: Martin Dewhurst is a director in McKinsey’s London office, where Matthew Guthridge is an associate principal and Elizabeth Mohr is a consultant.
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Boka årets föreläsning i god tid!

Posted in Aktuellt, Lectures / Föreläsningar on November 13th, 2013 by admin

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Under 2013 har den samlade bilden av mina föreläsningar betygssatts enligt:
– Mycket engagerande – 94%
– Mycket aktuellt för oss – 93%
– Mycket välplanerat – 95%

Läs om de olika föreläsningarna här.
Se olika videoklipp med Johan här.
Talarforums presentation.