När på dygnet är du som bäst?

Posted in Allmänt, Executive Coaching, Uncategorized on October 29th, 2018 by admin

Börja inte dagen med att svara på e-post, slå vakt om den tid på dygnet då du är mest analytisk och undvik svåra saker på eftermiddagen. Daniel Pinks nya bok ”När” är en guide för den som inte är nöjd med att bara göra rätt saker på dagen, utan också vid rätt tid.

1. Var lika noggrann med när du ska göra något som vad du ska göra.

– Det är mitt viktigaste råd till den som vill hantera sin tid bättre, säger Daniel Pink.

Inte nog med att de flesta är vassare på förmiddagen, dessutom är vi mer positiva. Det här vet vi eftersom forskarna Michael Macy och Scott Goulder har analyserat 500 miljoner tweets av 2.4 miljoner användare i 84 länder. Mönstret var likadant, oavsett var man bodde eller vilken kultur man levde i. Vi är mer positiva på morgonen, mindre positiva på eftermiddagen, men blev på allt bättre humör allt eftersom det blev kväll. En tidig topp, en dal och sedan en återgång. Helgerna visar ett lite annat mönster, där är allt förskjutet med ungefär två timmar, vilket forskarna tror beror på att människor går upp senare på helgerna.

Tweetsen kategoriserades utifrån vilken sorts ton det var i dem och det var avgjort så att de flesta av oss är mer negativa, mer retliga och – framför allt – mer stridslystna på eftermiddagen.

Daniel Pinks andra råd till oss som inte vill vara retliga i fel ögonblick och, kanske ännu viktigare, kreativa och konstruktiva i rätt ögonblick, låter enkelt, men är lite svårare att göra.

2. Hitta tiden när du fungerar som bäst och håll den helig.

Först behöver du alltså ta reda på när du fungerar som bäst och det gör du exempelvis genom att föra ett slags dagbok under en vecka. Säg åt din mobiltelefon att påminna dig varje timme och vid varje timme skriver du ner hur du mår och hur du känner dig. Efter en vecka borde du veta när du fungerar som bäst.

– Jag har min ”peak time”, min bästa tid, från klockan 8.30 på morgonen, säger Daniel Pink.

Strategin är då att se till att chefen inte drar in dig i ett meningslöst möte. Undvik att bli distraherad. Men din största fiende i detta är inte chefen eller arbetskamraterna, det är du själv. Det är nämligen lätt att använda sin mest kreativa tid till att göra saker som inte kräver din bästa tankeförmåga. Förutom att slösurfa på sociala medier finns en professionell fiende till din bästa tid: e-posten.

– Det är lätt att hamna i att man börjar besvara e-post under den tiden, för att det ger en känsla av att man åstadkommer något, när man betar av e-posten, säger Daniel Pink.

I själva verket är mycket av e-posten administrativa uppgifter som kan göras även när man är tröttare och på sämre humör. Ska du verkligen använda din mest konstruktiva tid för att hitta rätt tid för ett möte, eller svara på en enkät?

Administrativa uppgifter är bättre att göra under den dal, eller dip, som för de flesta av oss inträffar någon gång på eftermiddagen.

Men de flesta av oss har inte en sådan makt över vår egen tid. Analytiska saker kan behöva göras på eftermiddagen. Daniel Pink har system för det också.

– Jag bokar in pauser på eftermiddagen, säger han.

Under den tid som vi fungerar bäst kan vi vara koncentrerade i kanske en timme eller mer i sträck. (Det är förstås individuellt). Men på eftermiddagen har Pink löst det genom att ta tätare pauser. Nu jobbar han sällan mer än tjugofem minuter i taget innan han tar en paus, just för att kunna få eftermiddagen att fungera bättre.

Men vår minskande analytiska förmåga under eftermiddagen har en oväntad effekt på vår förmåga att lösa problem. Och det kallas för ”inspirationsparadoxen”. På morgnarna är de flesta av oss bättre på att hålla borta störande moment, på att koncentrera oss. Och det är bra för analytiskt arbete. Men när det gäller insikt – då är det andra regler som gäller. För somliga kommer insikten i duschen, för andra under löpturen, men gemensamt är att vi slappnar av, den där delen av oss som håller kontroll har slappnat av och – voilà – nya oväntade tankar kan slinka in. Inspirationsparadoxen är att innovation och kreativitet är som störst när vi inte är som bäst, eller i alla fall mest analytiska.

Förutom dessa råd har han stött på något annat i sin analys av hur vi förhåller oss till tiden och det spänner över ett betydligt större område: hela livet.

– Medelålderskrisen är en myt, säger Daniel Pink.

Han har hittat den vetenskapliga artikel som en gång gav upphov till uttrycket och säger att den är svag och att den knappast skulle kunna publiceras i dag. Det finns heller ingen vetenskaplig bevisning för att medelålderskrisen skulle existera. Kurvan på hur vi människor upplever våra liv går visserligen nedåt en aning i medelåldern, men det är en marginell minskning, säger han. Det finns inga belägg för att vi skulle krisa.

– Vi människor går igenom kriser hela tiden, men inte någon specifik kris i medelåldern.

Så om du nu följt råden om hur du ska lägga upp din dag, ägnat morgonen åt de svåraste sakerna och eftermiddagen åt de administrativa, då har du bara ett moment kvar: att gå hem.

3. Ta en minut innan du går hem från jobbet och sammanfatta vad du har åstadkommit.

Och naturligtvis har Daniel Pink letat upp hur man ska avsluta dagen på bästa sätt.

– Slutet är inte bara något som ska hända, utan ska tas på allvar. Ta någon minut, eller två, och skriv ner vad du har åstadkommit i dag, säger han.

En vanlig arbetsdag gör vi många olika saker och för många flyter allting ihop. Och då kan det vara svårt att känna att man åstadkommit något.

– Det enskilt bästa sättet att hålla den dagliga motivationen uppe på jobbet är, enligt en bra forskningsstudie, känslan av att ha gjort framsteg.

En annan sak som har visat sig effektivt är tacksamhet. Och det kan man åstadkomma genom att till exempel skicka tack-mejl det sista man gör till någon som har hjälpt en under dagen.

– Vad man vill åstadkomma är att sluta dagen med en positiv känsla.

Han tycker du ska ha en personlig ritual, varje dag vid arbetets slut, då du samlar tankarna, och påminner dig själv om allt du har fått uträttat under dagen.

Och om du har följt hans råd är det antagligen mer än det var förut.

Källa: DN.se, 29 oktober 2018
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WOOP – Nå dina mål!

Posted in Allmänt, Leadership / Ledarskap, Uncategorized on September 25th, 2018 by admin

Så lär du dig att omfamna hindren och nå dina mål med fyra enkla steg.

När den tyskfödda psykologen Gabrielle Oettingen kom till USA på 1980-talet överraskades hon av attityden som genomsyrade samhället: the american dream och att allt är möjligt bara man tänker positivt. Hon bestämde sig för att studera fenomenet och gjorde under tjugo år motivationsstudier i USA och Tyskland, om allt ifrån viktnedgång till återhämtning efter operationer. Hon konstaterade att ju mer människor dagdrömde och fantiserade om sitt mål – desto mindre troligt var det att de uppnådde det.

Resultaten gjorde henne nedslagen. Detta i synnerhet eftersom studierna också konstaterade att positivt tänkande och dagdrömmar hade andra positiva effekter: De sänkte blodtrycket och gjorde människor mer avslappnade i stunden.

Gabrielle Oettingen funderade på hur detta ändå skulle kunna användas för att generera handling, i stället för att bidra till passivitet. Svaret visade sig vara det hon kallar för mental kontrastering, som innebär att man kontrasterar sin dröm mot hindren som står i vägen för den. Att på detta sätt förankra fantasierna i verkligheten, utan att förlora drömmens positiva effekter, fungerade. Personerna i hennes studier blev mer motiverade att bland annat sluta röka, gå ner i vikt och arbeta för bättre betyg.

Men det var först på 1990-talet, när Gabrielle Oettingen slog ihop sin idé om mental kontrastering med den forskning som hennes man, psykologiprofessorn Peter M. Gollwitzer, höll på med som saker verkligen började hända. Peter M. Gollwitzer studerade implementation intentions, en metod där människor hjälps att nå sina mål, bland annat genom en ”om i fall att-plan”, där man har en på förhand bestämd handling att ta till när man stöter på hinder.

När de två strategierna slogs ihop till en kunde människor nå sina mål i ännu större utsträckning.

Gabrielle Oettingen har sammanfattat strategierna i fyra steg som hon kallar för WOOP: wish (önskan), outcome (resultat), obstacle (hinder), plan (plan). Hennes tips är att börja med en kortare 24-timmars-WOOP. Det kan vara allt ifrån ”jag vill äta en god middag med min partner” till ”jag vill bli klar med projektet på jobbet”. Detta är din önskan, wish. Vilket är då bästa tänkbara scenario om du lyckas med ditt mål, outcome? Tänk ordentligt och visualisera det, exempelvis: ”Jag kan ta helt ledigt i helgen med gott samvete.” Identifiera sedan det största hindret, obstacle, kanske: ”Att jag blir distraherad av kolleger på jobbet.” Nästa steg är att skapa en plan, till exempel: ”Om jag känner att jag börjar bli distraherad, ska jag gå och sätta mig någon annanstans.” De första gångerna du woopar kan du också skriva ner din plan och de olika stegen.

Här följer en guide för att gå från tanke till handling med hjälp av WOOP-metoden, eller som Gabrielle Oettingen säger: Woop your life!

1. W som i wish.
Dagdrömmar är härliga, men tyvärr hjälper de oss inte att gå från tanke till handling. Det första steget till handling är W, som i wish, och handlar om att identifiera, formulera och konkretisera din dröm, din önskan, din vilja. Skriv gärna ner den. Genom att rannsaka dina vanligaste dagdrömmar kan du också hitta en djupare kärna. Om du på jobbet ständigt dagdrömmer om att resa på en romantisk weekend – handlar det om att du är trött på ditt jobb eller om att du längtar efter någon att dela helgerna med? Önskningar kan således vara allt ifrån ”Jag vill hitta ett nytt jobb” till ”Jag vill hitta en partner”.

2. O som i outcome.
Nu ska du ta fantasin till nästa nivå och fundera på bästa möjliga resultat. ”Att mitt jobb blir roligare, med mer utmanande arbetsuppgifter” eller ”att jag hittar någon att dela vardagen med”, är till exempel rimliga utfall av rimliga önskningar. ”Att jag vinner på lotto och blir miljonär” eller ”att gå ner tio kilo på en månad” är det inte. Redan här bör du kunna utesluta orimligheter och finjustera dina önskningar, alternativt lägga ouppnåeliga drömmar åt sidan, åtminstone för tillfället. Var ärlig och använd ditt sunda förnuft.

3. O som i obstacle.
Då har det blivit dags för hindren. Det viktiga här är att du är ärlig inför dig själv – för det här steget kan vara tufft. Att inse att ens största hinder för att bli klar med arbetsuppgifter är att man tillbringar en stor del av arbetsdagen på sociala medier är trist, ja. Och du kan i detta steg få korn på jobbiga tankar hos dig själv – som insikten att det som hindrar dig från att träffa en partner är rädsla för att bli sårad. Tungt, men kanske lättare än du tror att göra något åt? För på samma sätt som WOOP kan få oss att förstå vilka önskningar som är orimliga, så kan det fungera på motsatt sätt och få oss att inse att vissa saker faktiskt inte är ouppnåeliga, när vi väl är ärliga vad gäller vilka hinder som står i vägen. Och du – du behöver inte berätta för någon annan om dina hinder.

4. P som i plan.
Vad gäller planen lyder Gabrielle Oettingers formel såhär: Om X händer, så ska jag Y. Till exempel: Om jag blir rädd för att släppa en annan människa nära så ska jag tänka på att jag blivit sårad, men att det ligger i det förflutna. Eller: Om jag känner att jag blir hungrig så ska jag tillåta mig att ta ett nyttigt snack. Upprepa planen tyst för dig själv flera gånger tills den är ordentligt inpräntad. Skriv ner den om det behövs. Här gäller det att vara lika ärlig som när du skrev ner dina hinder.

När du klarat av ett par 24-timmars WOOP:ar är det dags att göra tänket till en vana – kanske en ny WOOP varje arbetsdag? Gabrielle Oettingen tycker att det är bäst att planera sin WOOP på morgonen, för att hålla fokus under dagen. Ditt nästa steg blir att testa en längre WOOP med ett mål som sträcker sig över en vecka, en månad eller ett år. Pröva också WOOP på olika typer av önskningar, kanske relationella (jag vill träffa min bästa vän mer), arbetsrelaterade (jag vill undvika att jobba övertid den här veckan) eller hälsosamma (jag vill sluta snusa). Gabrielle Oettingen menar att WOOP är vad psykologer kallar content neutral, alltså att metoden går att applicera på vilket innehåll som helst – så det är bara att testa.

Källa: DN.se, 24 september 2018
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Författare: Karin Skageberg

Learning journeys for strategy execution

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

There is nothing worse than a missed opportunity, especially in today’s high-stakes environment. And unfortunately, there are a lot of missed opportunities in leadership development. HBR estimates that “only 10% of training programs are effective,” and that “the mismatch between leadership development as it exists and what leaders actually need is widening.”

Despite this harsh reality, avoiding leadership training is not a solution. Without effective leadership development programs, companies will watch their people flock to other opportunities where they see more potential for career growth. At the end of the day, CEOs need leadership development programs that make the company an appealing place to work, build critical talent, and enable successful strategy execution.

We Can All Make Better Decisions
Additionally, the lack of effective leadership training programs is costly. Trainingindustry.com reports that large companies increased their average training expenditures from $14.3 million in 2016 to $17 million in 2017. $17 million dollars is a lot to gamble on leadership training programs that have a 90% chance of failure. And this number only represents the cost of the training itself, not the opportunity cost of having people off the job for a few days.

The Failures of Traditional Corporate Learning
Typical corporate learning programs tend to follow a predictable pattern. It’s usually positioned as a training event, unconnected to the corporate strategic agenda, lacking the proper leadership support, and measured afterwards with smile-sheets. Unsurprisingly, participating employees, devoid of leader engagement, often find themselves in one of two clichéd categories: the “resistant employee” who feels forced to attend the training and would rather be at work or the “vacationer” who enjoys time away from work, but is there for all the wrong reasons.

Many training programs are specifically designed to build skills and capabilities based on competency models. These programs are conducted in generic, academic modules that do not incorporate the company’s strategy or business model. Additionally, most corporate training leverages traditional approaches that rely heavily on lectures, standard PowerPoint presentations, and case studies. To make things worse, these are often delivered by low-level trainers or ill-prepared internal speakers who do not have grasp of the company’s business, strategic priorities, KPIs, and culture.

Once the training program has ended, employees usually return to their job equipped with new knowledge and capabilities, but fail to apply it. The most cited reasons include: “I did not understand why it was important”; “I did not see how the program was related to my job”; “My boss did not set expectations or hold me accountable for on the job action;” and, most prominently, “It took me several days to dig out from emails that piled up while I was away – the training seems like a distant memory.” As a result, job performance remains stagnant, strategy execution stalls and delivered business impact is negligible.

So, here’s the multi-million dollar question: how can you develop your leaders in a way that actually creates on-the-job behavior change and delivers better results to the business?

Three Key Tenets of Successful Learning Journeys
Training today has come a long way from where it once was. Learning initiatives are designed to drive business results, and when done right, are a source of strategic differentiation and competitive advantage. A well-thought-out Learning Journey systematically addresses and overcomes the failures of traditional corporate learning programs or stand-alone modules. While each Learning Journey is unique, there are three key tenants of successful learning journeys:

1. The Learning Needs to be Highly Contextual
The learning program should therefore be customized to your business context so learners can see their own roles in action and more readily link the learnings gained in the program back to workplace. Context is king and it is essential for successful knowledge transfer. What the learning looks like depends entirely on the situation of your organization. Key questions or ask: What challenges are you addressing? What results are you driving for? What does great leadership look like for your organization? What are the outcomes the organization is looking to achieve?

2. People Learn Best by Doing
Experience tells us that for learning to really stick, participants need to practice new behaviors repeatedly before they will implement them. This is why business simulations and experiential learning are such powerful tools. Simulations provide leaders with the opportunity to actually experience what they will be expected to do back on the job, trying out new behaviors in a risk-free environment. This allows leaders to experience years of on-the-job learning in a few days, or even hours.

Neuroscience proves this point – humans learn most when emotional circuits in the brain are activated, and the best way to activate these circuits is through lived experience.

3. Learning should be Measurable
We also know that learning is not just a “one and done” situation, it is a continuous experience. In most cases, learning journeys, which blend a variety of learning methodologies and tools over time, are the most powerful means for shifting mindsets, building capabilities, and driving sustained, effective results. Understanding and knowing how to measure results is an essential component of making learning journeys effective. Participants need to be assessed throughout the process so that leaders can evaluate progress, demonstrate ROI, and ensure that behavior changes are actually being implemented back on the job.

In comparison with traditional learning initiatives, the difference is profound. A one-day event is replaced by a holistic process engaging leaders, provide ongoing support, coaching and assessments, with a focus on enabling on-the-job application.

Proven: Learning Journeys Drive Value at Leading Organizations
An independent third-party evaluator measured the impact of a Learning Journey and found upon completion of the program:

– More than 90 percent rated it on the high-end of the training scale.
– 43 percent rated the training approach as the best they had ever experienced.
– Nearly 70 percent of a total of 161 participants, stated they had either already achieved results or expected to achieve results in the near term.
In comparison with traditional corporate learning, the difference achieved a profound 350 percent increase in training effectiveness.

The third party evaluator summarized, “The before-training dialogues between the leader and learner and the sense of accountability following the training resulted in a 70 percent training application rate. This exceptionally high impact rate attests to the thoroughness and care that the leadership team took, including special steps to ensure the program was not just a one-time classroom event, but that it included impact-enhancing tools and actions and provided additional follow-up resources and support.

Case in point: SAP, a traditional, on-premise software organization was shifting to the cloud in the face of disruptive change. To bring this transformation to life, SAP embarked on a learning journey, recognizing that trust and engagement were critical to making this shift. In putting together their learning intervention the company targeted all five levels of their leadership pipeline and created journeys that were highly contextual, experiential, and results-oriented. After touching 60% of leaders at SAP, their Leadership Trust score increased from 28 to 61, and employee engagement among first-level leaders increased 3.4%. As a result, Net Operating Income increased an estimated €40-50 million due to higher productivity, innovation, and customer satisfaction.

To drive growth and sustain a competitive advantage, today’s leading organizations are strategically increasing investments in learning and development. This investment can maximize impact by effectively linking learning to performance and by adopting a Learning Journey approach. Leveraging a holistic approach, high-impact experiential learning tools and leader involvement, Learning Journeys assure real results—overcoming the documented failure rate of traditional corporate learning programs.

Source: BTS.com
Link

New managers need a philosophy about how they’ll lead

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

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

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

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

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

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

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

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

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

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

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

Source: Harvard Business Review, May 2017
Author: Carol A. Walker
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Ni har hört mig säga det förut: Engagemanget är avgörande!

Posted in Uncategorized on September 28th, 2015 by admin

Personligt engagemang i världsklass

Personligt engagemang är helt avgörande för att skapa framgångsrik försäljning med hög återköpsfrekvens. Ett nedslag i verkligheten och en stunds reflektion ger oss tydliga svar på hur viktigt det är att hela din organisation är på tårna.
Ibland blir det så tydligt vilken enorm skillnad små detaljer kan göra och hur stor effekt som kan uppnås med väldigt enkla medel. Jag upplevde nyligen ett sådant ”Hallelujah-moment” som både gjorde mig glad och fick mig att reflektera.

Till saken hör att jag anade vad som skulle äga rum och varför det skulle hända – ändå var upplevelsen så positiv att det fick mig att reagera över hur viktiga de där små detaljerna faktiskt är.

Sämre köpupplevelser
För att göra en lång historia kort så brukar jag byta bil var tredje år och har konstaterat att servicen och köpupplevelsen har blivit sämre och sämre de sista 20 åren, oavsett vilket bilmärke som valts.

Den här gången valde jag att köpa en bil som 2014 blev vald till årets bästa tjänstebil när man frågade förarna själva. Det blev en Lexus IS 300 hybrid, en ”bättre” mellanklassbil i samma prisnivå som BMW, Volvo och liknande.lexus 2

Så var det då dags att hämta ut bilen. Det är alltid lika spännande att åka ut och hämta en ny bil. Speciellt den här gången eftersom det var första gången jag valde ett bilmärke som varken var tyskt eller svenskt.

På väg till bilhandlaren ställde jag in mig på att precis som vanligt få ett trevligt och proffsigt bemötande, men bemötandet när min nya Lexus hämtades var något jag aldrig upplevt förut i bilbranschen.

lexus 1Innanför entrédörrarna välkomnades jag av personal som visste vad jag hette, som kände till vem jag var. Ingen stor sak egentligen, men såklart trevligt att man uppmärksammades. Det är ju inte så ofta det sker hos en bilhandlare.

Det var bara början
Därefter kom servicechefen ut och presenterade sig för mig, talade om att det var honom jag skulle ringa om det blev något problem med bilen och att inget problem var för stort eller för litet. Nu var det dags för nycklarna att lämnas över och för mig att sätta mig i min nya bil och köra i väg… trodde jag!

Istället bjöds jag in i ett särskilt rum där jag blev bjuden på kaffe och dricka samtidigt som vi gick igenom pappren för ägarbytet, samtidigt som den nya bil stod under ett täcke i avvaktan på premiären.

När vi var klara avtäcktes bilen framför mina ögon. Larvigt kanske någon tycker, men för den skull inte oviktigt eller utan effekt. Det gav en oerhört exklusiv känsla som jag aldrig fått tidigare när jag köpt liknande bilar.

När vi var redo att köra från bilhallen ut i trafiken blev vi tillfrågade om vilken väg vi skulle välja. Vi pekade hur vi skulle åka och rullade i väg. Och ut på motorvägen kastade vi en blick mot den bilhandlare lämnat och trodde knappt våra ögon.

Där stod hela personalstyrkan inklusive säljaren och servicechefen och vinkade och gav tummen upp.

Med 30-års erfarenhet från reklambranschen har jag arbetat med många varumärken som försökt få återförsäljarna att förstå hur viktigt kundupplevelsen vid själva köptillfället är. Så den psykologiska tekniken är något jag är medveten om.

Trots det så upptäckte jag hur barnsligt glad man blev, hur jag satt där bakom ratten med ett brett leende på läpparna och en härlig känsla inombords. En känsla som jag bar med mig resten av dagen och smittade av mig med till mina kollegor när jag berättade om upplevelsen.

Vad kan säljorganisationer lära av detta?
Att det inte spelar någon roll vilken produkt du har, hur exklusiv den är eller hur bra den är. I dag handlar en stor del av all försäljning om det kundupplevda värdet och kanske framför allt känslan vid själva köpögonblicket. Och då finns det inget starkare än personligt engagemang.

Här har Lexus väldigt mycket att lära ut till svenska säljorganisationer. Konceptet är ju i sig inte nytt, även om jag tror att vinkandet på motorvägen är hyfsat nytt.

Så kommer jag köpa en ny Lexus om tre år igen? Baserat på vad jag upplevt hittills så är chansen väldigt, väldigt stor.

Källa: Saljledarskap.se, 23 september 2015
Av: Mikael Gullström (mikael.gullstrom@saljledarskap.se)
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How advancing women’s equality can add $12 trillion to global growth

Posted in Uncategorized on September 25th, 2015 by admin

Gender inequality is not only a pressing moral and social issue but also a critical economic challenge. If women—who account for half the world’s working-age population—do not achieve their full economic potential, the global economy will suffer. While all types of inequality have economic consequences, in our new McKinsey Global Institute (MGI) report, The power of parity: How advancing women’s equality can add $12 trillion to global growth, we focus on the economic implications of lack of parity between men and women.

A “best in region” scenario in which all countries match the rate of improvement of the fastest-improving country in their region could add as much as $12 trillion, or 11 percent, in annual 2025 GDP. In a “full potential” scenario in which women play an identical role in labor markets to that of men, as much as $28 trillion, or 26 percent, could be added to global annual GDP by 2025. MGI’s full-potential estimate is about double the average estimate of other recent studies, reflecting the fact that MGI has taken a more comprehensive view of gender inequality in work.
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Even after decades of progress toward making women equal partners with men in the economy and society, the gap between them remains large. We acknowledge that gender parity in economic outcomes (such as participation in the workforce or presence in leadership positions) is not necessarily a normative ideal, as it involves human beings making personal choices about the lives they lead; we also recognize that men can be disadvantaged relative to women in some instances. However, we believe that the world, including the private sector, would benefit by focusing on the large economic opportunity of improving parity between men and women.

A look at some of the highlights from our report:
– MGI has mapped 15 gender-equality indicators for 95 countries and finds that 40 of them have high or extremely high levels of gender inequality on at least half of the indicators. The indicators fall into four categories: equality in work, essential services and enablers of economic opportunity, legal protection and political voice, and physical security and autonomy.

– We consider a “full potential” scenario in which women participate in the economy identically to men and find that it would add up to $28 trillion, or 26 percent, to annual global GDP by 2025 compared with a business-as-usual scenario. This impact is roughly equivalent to the size of the combined Chinese and US economies today. We also analyzed an alternative “best in region” scenario in which all countries match the progress toward gender parity of the fastest-improving country in their region. This would add as much as $12 trillion in annual 2025 GDP, equivalent in size to the current GDP of Germany, Japan, and the United Kingdom combined, or twice the likely growth in global GDP contributed by female workers between 2014 and 2025 in a business-as-usual scenario.

– Both advanced and developing countries stand to gain. In 46 of the 95 countries analyzed, the best-in-region outcome could increase annual GDP by 2025 by more than 10 percent over the business-as-usual case, with the highest relative regional boost in India and Latin America.

– MGI’s new Gender Parity Score (GPS) measures the distance each country has traveled toward gender parity, which is set at 1.00. The regional GPS is lowest in South Asia (excluding India) at 0.44 and highest in North America and Oceania at 0.74. Using the GPS, MGI has established a strong link between gender equality in society, attitudes and beliefs about the role of women, and gender equality in work. The latter is not achievable without the former two elements. We found virtually no countries with high gender equality in society but low gender equality in work. Economic development enables countries to close gender gaps, but progress in four areas in particular—education level, financial and digital inclusion, legal protection, and unpaid care work—could help accelerate progress.

– MGI has identified ten “impact zones” (issue–region combinations) where effective action would move more than 75 percent of women affected by gender inequality globally closer to parity. The global impact zones, which are globally pervasive issues, are blocked economic potential, time spent in unpaid care work, fewer legal rights, political underrepresentation, and violence against women. The regional impact zones, concentrated in certain regions of the world, are low labor-force participation in quality jobs, low maternal and reproductive health, unequal education levels, financial and digital exclusion, and vulnerability of female children.

– Six types of intervention are necessary to bridge the gender gap: financial incentives and support; technology and infrastructure; the creation of economic opportunity; capability building; advocacy and shaping attitudes; and laws, policies, and regulations. We identify some 75 potential interventions that could be evaluated and tailored to suit the social and economic context of each impact zone and country. Tackling gender inequality will require change within businesses as well as new coalitions. The private sector will need to play a more active role in concert with governments and nongovernmental organizations, and companies could benefit both directly and indirectly by taking action.

Sourec: McKinsey.com, 25 September 2015
Authors: Jonathan Woetzel, James Manyika, and Richard Dobbs
About the authors: Jonathan Woetzel, James Manyika, and Richard Dobbs are directors of the McKinsey Global Institute, where Anu Madgavkar is a senior fellow; Kweilin Ellingrud is a principal in McKinsey’s Minneapolis office; Eric Labaye and Sandrine Devillard are directors in the Paris office; Eric Kutcher is a director in the Silicon Valley office; and Mekala Krishnan is a consultant in the Stamford office.
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Do people ever really change?

Posted in Uncategorized on August 24th, 2015 by admin

A year before his death, Steve Jobs told me, with intentional irony, that one of the only things that ever got him to consider a behavior change was facing his own mortality. Chances are you probably know more than one gifted, intelligent pal whose heart attack and bypass led to a radical improvement in behavior—temporarily. Not only did he get better, he annoyed you for months about your bad habits as he set a better example. A year later, he’s obviously gaining weight sneaking off to eat cheeseburgers at the drive-thru on the way home. Even life-threatening illness doesn’t seem to create permanent change.

Why don’t we change even with a proverbial burning platform? Boards of Directors, VC’s and private equity investors call me exasperated by how stubborn even the most gifted leaders can be. It’s no longer enough to manage or ‘embrace’ change. You’ve got to drive it or be run over by disruptive competitors! Here are three primary reasons why leaders fail to cross the chasm, and how to transform those risky habits into continuous improvement:

1. Evidence vs. Support
As losses swelled, newly recruited Ford CEO Alan Mulally challenged his senior executives to deliver performance reports that showed how the company wasn’t hitting the right targets. Sitting in his office overlooking Detroit, he smiled and shook his head as he described how the team showed up with rosy forecasts at the first meeting. Mulally reminded his colleagues that Ford couldn’t be $17 billion in the red if everything was green on their dashboards. And if things seemed okay to those leaders, he warned that he’d find people capable of revealing the brutal truth.

One senior executive did something so rare at a subsequent meeting that it’s hard to imagine it in most companies. He provided a shocking report that showed crimson across the board. You couldn’t blame his peers for wondering whether this honest, but naïve fellow would be shot at the end of the session. He shared the problems openly, and more importantly, he wasn’t ashamed to admit that he did not have all the answers.

The CEO stood up at the conference table for a moment of hushed silence.

What happened next was unprecedented. He gave the fellow a standing ovation and acknowledged that he didn’t have the answers either. He pledged the resources within Ford and around the world to help find and fund the changes necessary for growth. It was a breakthrough that had been prevented by a long tradition in most companies well versed in management science that suggests that we insist our team only bring us solutions. For that reason, we often don’t get the bad news until it’s too late.

Before he retired, Mulally was widely viewed as a rock star among high performance CEOs, and the executive who had the courage to face him with the red dashboard was Mark Fields, who not surprisingly became the next CEO of Ford!

We train our teams to lie to us. Despite all the lip service to the contrary, we have a long, well-established track record in many organizations in which we shoot the messenger, punishing them for having let it occur and browbeating them for disclosing it without a profound answer to the problem.
“Situational leadership is great, but in this one respect it doesn’t go far enough,” says the world’s #1 executive coach Marshall Goldsmith. While it would be ideal to have all the solutions instantly available and obvious to us as leaders in a rapidly changing environment, it’s not realistic. We often unintentionally force our teams to mislead themselves and others, or hesitate too long in sharing the brutal truth. We must encourage our people to provide the evidence AND then they’ll watch our behavior under a microscope: They’ll watch carefully to see if we’re telling truth about providing the support and safety needed to embrace change.

“We’re judged by what we do to confirm the behaviors we’re seeking in others, not just what we say as leaders!” Goldsmith said. “When it comes to embracing change, it’s very easy to see what we don’t like about ourselves in other people. It’s harder to see what we don’t like about ourselves.”

2. The Diet & Exercise Myth
Among the most popular books on Earth are those written about cooking and, separately, the diets necessary to survive that consumption. On a valiant mission to ‘get in shape’ after warnings from your doctor, what better way to be accountable for change than to set a BHAG that is unambiguously clear and gives you bragging rights like running a marathon. It’s a great metaphor for what we must all do in our lives and business, right? Well, maybe. If you also happen to fall in love with distance running, that’s fantastic. The problem is that many people who set that marathon as the ultimate goal often win that battle, but lose the war. The relief that comes with victory means they never run again and promptly return to their prior weight and lack of condition. Diet and exercise are not intrinsically compelling goals. So what works for lasting change?

You can’t manage what you don’t measure. While that should be cliché by now, it’s amazing how temporary we make Steve Jobsmost of the measurements of change that we wish to see. That’s because we set goals for change that don’t really matter to us. In fact, the new exercise plan probably creates real sacrifices and discomfort, and so it’s often doomed unless we give ourselves with something more meaningful to hold onto—or perhaps even more fun.

Set More Meaningful Goals for Long-Term Change. If we must lose weight, then what activity gets you on your feet that keeps you in shape that you might actually enjoy? Can you engage in the new habit with people you want to be with, or is there some way to take the sting out of the sacrifice? These are details worth sweating if we want the new exercise program to stick. It may not seem as heroic as a marathon, but this is a case where finding a passion that really matters to you if you want to have even the most remote possibility of permanent change.

3. Role Modeling vs. Rule Making
The day will come when it’s time for you to leave your job. For the charismatic CEO of Cisco, it was a well planned transition. After 17 years, John Chambers moved to a role as Executive Chairman this summer. Part of his success has been his willingness to ‘be the change’ that he wants to see. When I was invited to keynote Cisco’s largest customer conference, I found Chambers backstage interviewing clients—a never-ending practice I’ve witnessed for two decades. In his patient southern drawl, he’s forever asking questions and listening deeply for ways Cisco can step up to a solution. For a guy who’s so people focused, Chambers’ dyslexia has never made public speaking a picnic for him, but nevertheless he insisted that every speaker at the conference would receive customer feedback scores, and he’d be judged by the audience along with the rest of us. Chambers is forever determined to role model the behaviors he demands from others.

You succeed not only because of your talents, but despite (not because of) your bad habits. Success is not the best teacher when it comes to creating change. It’s all too easy (and ironic) for leaders to ask others to take the big leap toward continuous improvement rather than hold ourselves accountable to the principles that we ourselves evangelize. In fact, a long track record of achievement makes us more resistant to initiate change. It’s also easy to assume that just because we’ve been successful in the past, every habit we have has contributed to that success or is forgivable. The truth is that we’re successful because of some talents and skills, and despite bad habits not because of them. My coaching partner Marshall Goldsmith wrote about this in his bestselling book, What Got You Here Won’t Get You There. What we’ve done in the past often won’t get us where we need to be tomorrow if there is a change of behavior required. It’s common to indulge in wishful thinking and overconfidence about the future prospects of past victories, or fearful that a new path might risk what’s worked so well for so long.

We’re here to learn and to serve,” Chambers whispered to me in the kitchen at my neighbor’s house as he readied himself to receive guests for a cancer charity event in Silicon Valley last weekend. “That’s the only part that never changes.” Never stop asking questions. Never stop being the role model for innovation. If you’re listening carefully, the world will tell you how you can be the change you wish to see.

Source: Forbes.com, August 2015
By: Mark Thompson
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Developing and implementing a breakthrough strategy

Posted in Uncategorized on August 11th, 2015 by admin

Do you really need one of the big-name, expensive consulting companies to help you develop and implement a breakthrough strategy? I don’t think so. Our experience suggests that with the right leadership and with the right process, a company can accomplish repeated cycles of business acceleration and breakthrough results. And you can achieve these breakthrough results utilizing the ideas and efforts of the people who know your customers and business best…your own team.

So what does that “right process” for achieving breakthrough look like? Well, here is a high level description of the steps in such a process:

– Pull together a team of cross-functional senior leaders to serve as the core team that will own the initial breakthrough initiative with each member holding themselves personally accountable for the achievement of the desired results. The core team should also include a few “out of the box” thinkers and personnel who work directly with your customers.

– As a team, recognize and honor the past accomplishments of the organization and how the company got to where it is today. But then “let it go.” Also,implement B ensure that everyone on the team shares a common understanding of the current state the business – outlook based on current plans and actions, challenges, issues, etc. It’s also important to understand the current level of employee engagement in the organization. In particular, to what extent do personnel feel they are being given the chance to contribute to the company’s success and are being recognized for their efforts? Now it’s time for the team to turn its attention to the future and its many possibilities.

– The team should then develop a “declaration” of a future state for the company and organization that everyone on the team is willing to personally commit to achieving. It should describe a company that every one feels they will be excited and proud to be working in and one they will be highly motivated to bring into being. That desired future state should represent a true “breakthrough” for the company…one with business results beyond what the group has considered possible based recent performance and historical best performance.

implem A– In order to measure progress in moving toward declared future state, the team should next develop and align on a quantified “breakthrough goal. The metric for this goal should be one that can be measured on an ongoing basis without significant effort, for instance, year-on-year sales growth or gross profit. The specific goal (the number that goes with the metric) should represent a performance level well beyond what has previously been achieved but a level that is clearly not impossible (“pie in the sky”.)

– A characteristic of true breakthrough goal is that initially you have no idea how it will be accomplished. Ensuring the true alignment to a breakthrough goal of the entire team is the most critical and typically the most difficult part of the process. This is done with a “facilitated conversation” led by someone who has been specifically trained in conducting it.

– Having declared the future state that everyone wants to be in (“the what”) and aligned on a breakthrough goal in order to know when you get there, it’s time to “work back” from that future state step-by-step and identify the actions that will bring that future state into existence (“the how”.) In order to develop that action plan to achieve the breakthrough goal, you will tap into the “gold mine” of ideas from everyone on the team. With properly facilitated, rapid-fire brainstorming focused on achieving the breakthrough goal, 300-400 ideas for action can typically be generated by a group of 25-30 team members. After a read-through of all the ideas to ensure full awareness and understanding of the team, the ideas are quickly grouped into 10-20 themes or idea territories.

– Using an anonymous voting approach, the team should then quickly prioritize the idea categories against appropriate criteria. One of the criteria should always be “impact on the breakthrough goal” i.e. the greater the impact on the breakthrough goal, the higher that category of ideas should be scored. The idea categories can then be ranked from highest scoring to lowest scoring. The team can then decide how many of the highest scoring categories of ideas to move forward on taking into consideration the capacity of the organization and the resources available. Typically, the top 3 -4 idea categories are chosen to proceed to the next stage of the process.

– At this point, leaders and initial project team members are assigned to each of the chosen idea categories. Typically, the people who volunteer or implement Care assigned to these “greenhouse” projects are from the breakthrough core team. Other members on each project team can be added as needed. These teams will be responsible for reviewing the ideas that were submitted in their respective categories, develop a project charter, and assess the potential of the proposed project on the breakthrough goal. Assuming the project is “approved” by the steering committee for the breakthrough initiative, the team proceeds with implementation with the full support of the breakthrough initiative leader and steering committee. It is critical that the leaders and team members accept personal accountability for development and implementation of these projects.

With the right planning and process facilitation, all of the above steps can be effectively completed in a two day workshop. It is also critical that the breakthrough initiative leader and core team be competent in a particular set of skills that are critical to breakthrough leadership and working together on accomplishing breakthrough. Some examples are “Generous Listening, Leveraging Context and The Conversation for True Alignment.” With the right support, resourcing and phasing of the breakthrough projects, initial impact on the breakthrough goal is typically seen within 100 days of project start.

Source: Linkedin.com, March 2015
By: Sam Monaco
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Är du en fegis som chef?

Posted in Uncategorized on July 26th, 2015 by admin

Att arbeta för en feg chef kan både försura vardagen och kedja fast dig i karriären. Affärsmagasinet Forbes har listat fem tecken på att du har en feg chef.

1) Hen protesterar aldrig mot högre chefer
Att följa instruktioner utan att tänka själv och protestera när så är nödvändigt är inte ett tecken på ledarskap. Om din närmsta chef omedelbart implementerar varje idé som någon högre upp i näringskedjan kommer på är hen endast den främste arbetaren och inte en ledare.
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2) Hen ber om ursäkt för att inte stå på sig
En feg chef förväntar sig att du ska förstå varför han inte står på sig och protesterar när dåliga saker händer. Det finns alltid ett sätt att rationalisera sitt beteende.

Hen säger endast vad folk vill höra
Ett enkelt sätt att undvika konflikter är att helt enkelt säga vad folk vill höra. Det är dock inte ett särskilt konstruktivt sätt att leda på så försök istället hitta en chef som vågar säga sanningen.

De riskerar aldrig sitt ”politiska kapital” för någon annan
En feg chef vågar aldrig riskera sitt uppbyggda förtroende för något annat än att förstärka sin egen position. Ett sätt att hantera det här är att försöka få din chef att tro att idén var hens redan från början. På så sätt är det i hens intresse att agera och personen kommer också göra det.

Hen tvekar inte inför att offra andra
Det tydligaste tecknet på att chefen är en fegis är att hen är beredd att offra vem som helst för att rädda sitt eget skinn. När personen visar hur lätt hen har att sätta kniven i ryggen på någon är det hög tid att packa väskan och lämna.

Källa: DI.se, 25 juli 2015
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Are you a burn out risk?

Posted in Aktuellt, Allmänt, Executive Coaching, Leadership / Ledarskap, Uncategorized on March 9th, 2015 by admin

Read Pranati Raheja 10 easy tips to burnout at work:

1. BE A PERFECTIONIST:
Set impossible standards for yourself and know that good enough is just not acceptable. Try to squeeze out every drop of productivity from daily work. Beat yourself if everything isn’t perfect and sacrifice everything from family time to “me time” to get it “just” right.

2.LACK BELIEF:
Lack belief in your own ability to accomplish goals and tasks (ensuring that you are stressed out even before you start) or do work that you don’t believe in (personal values clash with you companies values or your current job). Let the clash & stress erode you and make you prone to BURNOUT.
BU 1
3. EAT LUNCH AT DESK:
Treat your body as a machine and work without break. Take your lunch at your desk – after all taking a break might mean the end of the world, collapse of economy or at least the bankruptcy of your company. Forget the fact that giving yourself a break will refresh you and make you more productive.

4. DON’T TAKE VACATIONS:
Going in line with point no 3, I suggest that you should not take any vacations if you wish to burnout fast. As a vacation means enjoyment, fun & relaxation while reconnecting with family, friends and yourself which can ease your stress. A strict no – no if you really wish to burnout.

5. DON’T COMMUNICATE WITH YOUR BOSS:
Unclear job description, routine activities, poor job fit, being micro managed, and no growth prospects can all lead to burnout. So for a faster burnout never discuss these with your boss/ HR to get them resolved.

6. NEVER SAY “NO”:
In line with above never say “No”. Deadline pushed forward – accept, overloaded still more work put on your plate – say yes. Colleague slacking but asking you to do his / her job – be happy. Being pulled in all directions and not having a single minute to yourself will easily stress you out.

7. DON’T TRUST YOUR COLLEAGUES / SUBORDINATES:
Trusting relationship with your colleagues and subordinates would mean “POSITIVE WORK ENVIORONMENT” which is toxic to burnout. Always be scared and believe that people around you are there only to sabotage you and are just waiting to bring out their knives. Be scared and stressed about it J
BU 2
8. DON’T HAVE ANY SOCIAL NETWORK APART FROM WORK COLLEAGUES: Unlike the point above if you are made to suffer and work with a great bunch of people at work. Ensure you do not have any social circle apart from them. Talk shop on weekends (if you are not working or dreaming / thinking of work) or on all your outings. No mental break from work, same people in and out of office will help you to burnout. To burnout even faster don’t have any network at all, as feeling isolated will make you feel more stressed.

9. DON’T CULTIVATE ANY HOBBIES:
Hobbies are detrimental if you really wish to burnout. Stay away from things that you may “Love” to do. A hobby can be therapeutic -will relax you, give you a mental break & make you happy L. This is not desirable as cultivating a hobby will make you better-rounded as your self-worth and identity should be solely based on your work.

10. DON’T TAKE CARE OF YOURSELF: Last but not the least ensure that you do not have fixed hours for anything. You should be sleep deprived, should not eat healthy or exercise.
Following all the tips above will mean that you are on your to be “ Happily Burned out”

Source: Linkedin.com, March 2014
By: Pranati Raheja
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