How to lead in turbulent times

Posted in Aktuellt, Leadership / Ledarskap on December 16th, 2012 by admin

In any moment of decision, the best thing you can do is the right thing and the next best thing is the wrong thing–the worst thing you can do is nothing.–Theodore Roosevelt

Today’s global economy is characterized by rapid and unpredictable change. The challenge of such turbulent times can only be met by employing an appropriate blend of the leadership and management mindsets.

Leaders in all sectors–industry, government, the military, academia, and non-profits–are being challenged to do more with less to better utilize their people’s time, physical assets, and budget. Your first response to a shrinking budget might be to do more yourself. An alternative is to delegate more to team members either proportionally or by getting your high potentials to take on extra work. In the first case, you are likely to burn out and have insufficient time to lead. In the latter two cases, you burn out either everyone or just the best people on your team. There is a better way: eliminate low-value tasks.

Stefan, an associate director in a government agency, received a constant stream of Freedom of Information Act (FOIA) requests, which by law must be addressed promptly. He lamented that answering the requests was making it virtually impossible for his people to perform their core mission; his thinking was rooted in ways that worked well for him in the past. Doing everything that was asked was one of Stefan’s core values and a source of pride for him. We asked him to consider other approaches he could use to process the FOIA requests. Stefan met with his boss and asked her to assign some of them to her staff. A few hours later, she agreed that her staff would handle the more controversial requests because they involved policy issues. The impossible became possible, and his team continued to excel at their core mission.

Budget limitations are often less of a barrier than executives make them out to be. One private sector client, Adrienne, desperately needed additional funds to finish a priority project by the year’s end. We encouraged her to contact her peers to see if any of them had funds remaining in the current budget year that could be transferred. It turned out one of them had just cancelled a project, and funds were indeed available. After brief negotiations with the CFO’s office, the budget authority was transferred, and a vital project was completed on time–within the existing overall budget.

The core lesson in these two stories is to think broadly in your definition of your team–it is more than just you and your direct reports. It includes everyone who has a stake in your success. Look for alliances that can dramatically expand the capabilities, resources, and reach of your team. A second lesson to understand is that when you do not ask a question, you are really the one who is saying no. When you ask questions, you tap into others’ knowledge so as to create new possibilities. The boundaries of your possible actions are no longer what you know, but rather what the organization and community know and can do.

At the end of the day, only action produces results. Building relationships, developing others, and making decisions lead to more effective actions; but it is the actions of you and your team along with the outcomes they produce that will build your reputation as a great leader.

Ten Ways To Practice Great Leadership In Taking Action

1. Choose action or inaction wisely. Deciding when to take action is a basic leadership choice. You can lead your people into action quickly or let the energy build while they prepare for what must be done. Both approaches are appropriate at times.

2. Make teamwork a priority. Even high potentials must perform as a team to be successful. Conflicting actions or complaints about difficulties in getting agreement are symptoms of poor teamwork. Fix the teamwork issues first, and other challenges will be easier.

3. Hold planning conversations. The time you spend in up-front conversations will be less than the time you otherwise would spend correcting the unintended and costly consequences of poorly planned and misaligned actions.

4. Ensure that the plan is understood. Ask high potentials, especially those who did not participate in planning, to describe your organization’s goals and strategies. If their answers are accurate, congratulate yourself. If they are not, improve the methods you use to communicate the strategic plan to your people.

5. Plan obsolescence. Look at the products and services you offer today. Which will be irrelevant three years from now? Are you developing the next generation of offerings? Whether you are or not, someone else is.

6. Create a people strategy. Invest as much in creating the people strategy for your next major change as in developing new processes and systems. People will accept change when they feel it is necessary, when their inputs are heard, and when they believe that the process of change is fair.

7. Learn from success. Looking back, would you say you learned more from your failures than from your successes? If you said yes, spend more time examining your recent successes to determine how you can repeat and expand them.

8. Stretch the comfort zone. Think about your team’s biggest achievement last year. What have you learned since then that could have made it bigger? Push your people into the uncomfortable learning zone and coach them to higher levels of success.

9. Confirm alignment. Next time you finish a key meeting, ask each person what he or she plans to do–especially to support each other. Agreement is real only if all parties share the agreements, the actions to be taken, and the expected results.

10. Get comfortable with silence. Silence can be the prelude to a big decision or decisive action. Use silence in your conversations as thinking and reflecting time., December 2012
More about the autjor: Richard G. Stieglitz is a business consultant and speaker. He was the principal of RGS associates. Previously, he served in the U.S. Navy and worked in software and ae.

Vad du som chef bör undvika!

Posted in Aktuellt, Leadership / Ledarskap on December 14th, 2012 by admin

Är du en sådan som ser en gormande chef på tv och tänker ”puh, jag kanske inte är så dålig ändå”? Men chefens största brister är inte sådant som görs, utan sådant som inte görs.

De amerikanska ledarskapsutvecklarna Jack Zenger och Joseph Folkman har analyserat beteendet hos 30 000 chefer och kommit fram till att det som definierar en dålig chef inte handlar så mycket om vad hon eller han gör.

Det som vanligtvis förknippas med att vara en dålig chef – skrikandet och gormandet – utgör mindre än 20 procent av det beteende som faktiskt karaktäriserar de värsta cheferna.

I sin undersökning, som publiceras i Harvard Business Review, har Zenger och Folkman i  stället identifierat tio brister som bidrar till en chefs misslyckande. Därför ska du inte bara ta dig tid att överväga vilken typ av chef du är, utan även vilken typ du inte är, menar Zenger och Folkman.

Även om var och en av de tio bristerna kan vara tillräckligt allvarlig för att en chef ska misslyckas, visar undersökningen att de oftast förekommer i grupper om tre eller fyra, eftersom ett problem ger upphov till ett annat.

De tio värsta chefsegenskaperna

Den oengagerade chefen är den värsta chefen enligt en färsk analys av de amerikanska ledarskapsutvecklarna Jack Zenger och Joseph Folkman. Här är 10 dåliga chefsegenskaper.

1 Avsaknad av energi och entusiasm. Beskrivs ständigt som oengagerade och passiva av sina kolleger. Detta är enligt undersökningen de allra vanligaste omdömena om en misslyckad chef.

2 ”Good enough” där det krävs utmärkt resultat. Sätter lägre mål och godtar sämre prestation av medarbetarna än andra chefer.

3 Avsaknad av tydlig vision och inriktning. Har en oklar uppfattning om målet, vet inte exakt i vilken riktning de är på väg och är, inte oväntat, ovilliga att kommunicera ut det. Medarbetarna lämnas utan tydlig väg framåt.

4 Oförmåga att vara en lagspelare. Föredrar att agera självständigt framför att utveckla positiva relationer med sina kolleger. Ser arbetet som en tävling och kollegerna som motståndare.

5 Lever inte som de lär. Att säga en sak och göra en annan är det snabbaste sättet att förlora andras förtroende. Chefer som agerar så kan rent av bli farliga, om omgivningen börjar bete sig likadant.

6 Ingen utveckling, inga lärdomar av misstag. Arrogans och självgodhet kan leda till att chefen inte längre anser sig behöva utvecklas. Ser inte heller poängen med att lära sig av sina misstag.

7 Oförmåga att leda förändring. Är rädda för förändring och det som är nytt. Hand i hand med oförmågan att leda förändring går oförmågan att ta in förslag från andra.

8 Oförmåga att utveckla ­andra. Chefer som inte hjälper sina medarbetare att utvecklas, som inte ser sig själva som tränare eller mentorer, kommer att misslyckas. Att i första hand fokusera på sig själv är inte vägen till långsiktig framgång.

9 Bristfällig social kompetens. Här finns cheferna som är oförskämda, som skriker och som förringar sina medarbetare, antingen som medveten strategi eller på grund av okänslighet. Raka motsatsen till sådant som förstärker bra beteende.

10 Dåligt omdöme leder till dåliga beslut. Fattar beslut utan att tänka klart och riskerar därför att leda sin trupp utför stupet.

Källa:, 14 december 2012

The one-minute change that will transform your company

Posted in Aktuellt, Allmänt, Leadership / Ledarskap, Strategy implementation / Strategiimplementering on December 12th, 2012 by admin

We talk a lot about major pivots–but what about minor ones? Here’s how one small piece of pivotal behavior can change your company for the better.
Can a single behavior elevate an entire organization? It can–if it’s the right behavior. Here’s how a simple 1-minute act helped an organization reinforce its purpose and outperform its competition by leaps and bounds.

I have a college-age daughter. My family and I were moving her into Boston University (BU) over Labor Day weekend. The four of us, mom, dad, college daughter and her younger sister, were standing on the street, looking befuddled at the campus map. At that moment, a friendly and official-looking gentleman approached us, asking, “Can I help you find something?”

He introduced himself as the dean of students. He asked where we were from, told us he was delighted to have us on campus, and pointed us in the right direction.

Keep in mind that this is a major university in the middle of a huge city with 4,500 freshmen moving in on the same day. Yet the dean himself personally approached us. And here’s the kicker: it’s not just because he’s a friendly extrovert. It’s their official campus policy.
Any staff member who sees someone looking at one of the big maps is expected to approach them and offer help. One staff member joked, “It’s a fireable offense to walk by people at the map and not offer to help.”

They don’t view it as a punitive thing. That single behavior–help people when they’re standing at the sign–is purposeful for the BU staff. It was emblematic of their organizational culture and how they perceive themselves. It reinforces BU’s purpose of “Educating students to be reflective, resourceful individuals ready to live, adapt, and lead in an interconnected world.”
Dean Kenneth Elmore, the gentleman who greeted my family at the sign, says, “We should never walk past [people who are] looking at a map or if they visibly look lost. I tell my staff that [this is an] opportunity to step up and see how you can help them. If I do see that you walked past them, because you have other things on your mind, we need to have a conversation and think about whether or not you should still work here.”

Greeting people at the sign is more than just a nicety at BU; it reinforces their purpose.
The BU dean’s office website says their aim is to “enhance the quality, character, and perspectives of our students.” Elmore says, “We have this incredible privilege: we get to engage these young people . . . from all over the world . . . in thinking about their hopes and their dreams. If we can guide them a little bit, that’s invaluable; that’s our purpose.”

It might sound like a lofty goal that applies only to nonprofits or academia, but choosing a pivotal Noble Sales Purpose (NSP) behavior is a simple yet incredibly effective model that any organization can implement.
For example, consider what would happen if an airline established the following company-wide policy for all employees: “If you walk by someone in the airport who looks lost, offer to help that person. It doesn’t matter if you’re a pilot, a baggage handler, or the chief executive officer (CEO); be proactive and offer to help.”

How long would it take before customers started to view that airline differently from the competitors? How much more empathy would employees and executives have for weary travelers if they had more positive interactions with them before they started complaining? How would the employees treat their customers if they saw senior leadership consistently modeling helpfulness and patience?

The staff member is able to successfully solve a simple problem quickly and be thanked for it. After doing this once or twice, it becomes self-reinforcing. Staff members start to see themselves as problem solvers and ambassadors for their “company.” And you cannot overestimate the ripple effect this has on the organization’s culture.
That single policy sends a message to everyone, both inside and outside the organization: “Our goal is to be helpful. We care about people, and we place a high priority on interpersonal interactions.”

When employees of every level personally connect with customers, they empathize with them and carry that knowledge back to their job.
Elmore describes the impact it has on staff members: “They’re a lot more present. They notice what happens around them a lot more [and] are more actively observant when they are out walking to get from one place to the next. They started to pick up pieces of paper. They have to be more present in their environment.”

We tend to believe that behavior follows attitude–and in many cases, it does. This book is about how mindset change can result in a behavior change. But one of the ways you can fast track the NSP mindset change is to choose a single behavior that reinforces it.

Changing the way you act will change the way you feel. It becomes self-reinforcing.

Measuring Your Behavior

It’s always challenging to attempt to measure attitudinal issues. BU’s Dean Elmore, who lives in the world of academic metrics, says, “I am always looking to find metrics for the way human beings relate to each other. I am struggling to find little ways we can measure it.”

But BU has found at least one measurement to use, and it’s the same one that sales forces use: money. Elmore explains, “We saw an increase of 12 percent in the number of students who are participating in our annual giving. That says something about the total good experience they have here.”

Measurements, of course, are helpful. But there’s no need to make this any harder than it has to be. The concept is simple: choose one behavior that everyone in your company or team can do. If you pick the right one, you’ll be aware of the fact that it’s working right from the start.

Here’s a way to think about it: our NSP is [insert NSP]; that’s why we always [insert behavior].

For example, my company says, “Our NSP is to help organizations create passionate, purpose-driven sales forces; that’s why we always ask the extra question.”

Choosing Your Pivotal Behavior

Here are some guidelines regarding your pivotal NSP behavior:

•It should take less than a minute.
•Everyone in the company should be able to do it.
•You must hold each other accountable for it.
•There are no excuses for not doing it.

You can have the best product in the world, but the only way to evoke true passion is with people. When you make a proactive decision about how you relate to one another, your culture starts to shift.

You’ve probably heard the expression “act as if.” If you aspire to something, act as if you’re a person who has already achieved it. If you want to become an organization that makes a difference to customers, act as if you already do. Your NSP speaks to your aspirations for your customers. Choosing one pivotal behavior is a concrete way to prove that you’re serious about it.

Source: Lisa Earle McLeod, December 3, 2012
Fin more information about the author Lisa Earle McLeod here

Instant customer feedback!

Posted in Aktuellt, Customer care / Kundvård, Uncategorized on December 11th, 2012 by admin

At Changi airport, Singapore, they have taken instant customer feedback to a new and higher level!

Six simple rituals to reach your potential every day

Posted in Aktuellt, Leadership / Ledarskap on December 9th, 2012 by admin

Becoming and staying productive isn’t about hard-to-follow programs or logging your every move in an app. It’s about self-care. Here are daily to-dos to get you started.

Click through for six tips small enough to fit on a Post-It note, but big enough to change your life.

It’s Tuesday morning at 8 a.m. Two San Francisco entrepreneurs are pitching their ventures to potential investors today. They’d both agree that this is one of the most important days of their lives. This is the story of Jane and Joe…

Jane was up until 4 a.m. putting the final touches on her deck. In fact, she spent the entire weekend fixed in her apartment, preparing the presentation. This morning, she woke up late and rushed putting together her most “investor-worthy” attire. She slammed a shot of espresso, grabbed her computer, and ran out the door feeling hungry and tired. She arrived right on time but felt anxious and flustered about the events of the morning.

Joe, on the other hand, went to sleep last night at 11 p.m., as he does most nights of the week. His presentation was ready Friday afternoon, after seven revisions thanks to feedback from advisors. He spent the weekend in nature connecting with friends. This morning, he woke up at 7 a.m., had a glass of water, ran two miles, meditated for 15 minutes, and drank a smoothie. He put on the outfit he picked out the evening before, grabbed his bag, and walked out the door. He arrived 10 minutes early, feeling confident, calm, and eager to share his vision with potential investors. Which entrepreneur would you bet on? And, which entrepreneur most closely resembles you?

Jane and Joe are fictional characters but having been immersed in the world of startups in both New York and San Francisco, I see a lot of Janes. They work 16-hour days, seven days per week, and wonder why they aren’t getting the results they’re looking for. The truth is, results don’t come through hours spent. Great results often come by doing less and working smarter.

This past weekend I had the opportunity to speak with my friend Mike Del Ponte, who resembles the character of Joe. Today he launches a Kickstarter campaign for his company Soma, which aims to revolutionize the water industry using sustainable design. (It’s awesome. Check it out.) Surprised by how cool, calm, and collected Mike was so close to launch, I asked him what his secret is.
“Every day I need physical energy, mental clarity, and emotional balance to tackle everything that comes my way,” Mike said. “Self-care is the secret to performing at the highest level.”

Here are the six simple rituals he uses to perform at his highest, which you too can begin implementing right away:

1. Drink a glass of water when you wake up.
Your body loses water while you sleep, so you’re naturally dehydrated in the morning. A glass of water when you wake helps start your day fresh. When do you drink your first glass of water each day?

2. Define your top 3.
Every morning Mike asks himself, “What are the top three most important tasks that I will complete today?” He prioritizes his day accordingly and doesn’t sleep until the Top 3 are complete. What’s your “Top 3” today?

3. The 50/10 Rule.
Solo-task and do more faster by working in 50/10 increments. Use a timer to work for 50 minutes on only one important task with 10 minute breaks in between. Mike spends his 10 minutes getting away from his desk, going outside, calling friends, meditating, or grabbing a glass of water. What’s your most important task for the next 50 minutes?

4. Move and sweat daily.
Regular movement keeps us healthy and alert. It boosts energy and mood, and relieves stress. Most mornings you’ll find Mike in a CrossFit or a yoga class. How will you sweat today?

5. Express gratitude.

Gratitude fosters happiness, which is why Mike keeps a gratitude journal. Every morning, he writes out at least five things he’s thankful for. In times of stress, he’ll pause and reflect on 10 things he’s grateful for. What are you grateful for today?

6. Reflect daily.
Bring closure to your day through 10 minutes of reflection. Mike asks himself, “What went well?” and “What needs improvement?” So… what went well today? How can you do more of it?

Whether you more strongly resemble Jane or Joe, these six rituals will help you up your game, taking your performance to the next level.

We’d love to know the rituals that are most valuable for you! Leave your tips in the comments below.

Source: Amber Rae, December 4, 2012.
About the author: Amber Rae is Founder & CEO of The Bold Academy , a life accelerator designed to accelerate your performance and potential. Applications for Bold Academy San Francisco are open. For more on Amber, check out her blog or follow her on Twitter.

Trust – get it right on the inside first!

Posted in Aktuellt, Leadership / Ledarskap on December 8th, 2012 by admin

Trust continues to be identified as a missing ingredient in today’s workplace. Surveys show that only a small percentage of today’s workers agree that they truly trust their leaders. To ensure high levels of organizational performance, leaders need to tackle trust head-on. The key is to learn how to build trusting relationships that bring out the best in people.

Trust as a managerial competency? Yes, says Randy Conley, Trust Practice Leader at The Ken Blanchard Companies®, but only as an outward extension of core beliefs held deeply inside. Otherwise you are just going through the motions, attempting to appear trustworthy instead of being trustworthy.

As Conley explains, “People know who they can trust and it’s based on a variety of signals that they pick up. Managers demonstrate trust in their people by the small things they do on a day-to-day basis. It can range from offering praise, increasing responsibility by giving additional tasks, or increasing an employee’s level of autonomy in their role.
“That’s why any skill development has to be built upon a foundation of authenticity. You have to have it right on the inside first. That’s when these tools work best. They help you identify blind spots that might be holding you back as a leader. But it should never be a substitute for genuinely trusting other people.

“This means the person I am with you in the office and at work is the person that I am at home. It’s an alignment of your values. Basically it’s being who you really are. John Wooden, the famous UCLA basketball coach described it best, ‘Character is what you do when no one is watching.’ There needs to be alignment between who you are at work and who you are outside of work.

“There is a fine line between manipulation and authenticity. That’s the shadow aspect of any model or behavioral prescription. For example, if you just approach it as a set of behaviors to influence people, you’re not going to get the traction and results you want. You have to be careful and not treat it from a public relations or spin perspective.”

How do managers get off track?
Everyone knows that trust is important, so how do so many well-meaning managers get off-track when it comes to building trusting relationships?
According to Conley, trust gets off-track when we forget about people and focus only on the product or the result. We get so wrapped up in meeting deadlines, hitting the numbers, or whatever goals we are pursuing that we forget about the relationship aspect.

Of course, goal accomplishment is vital, Conley reminds us, but it’s important to pursue it as a common goal. It’s a “give to get” process. If we neglect that relationship and the human element of it, trust suffers. That results in direct reports thinking to themselves, “All my boss really cares about is whether I get the work done.” That sets up a transactional relationship where everyone is focused on meeting their own needs. You’ll never get the level of performance that a deep commitment to a common goal will produce.

To reverse the process, Conley recommends asking yourself a key leadership question: “Are you here to serve—or be served?” Trusting relationships begin with leaders who are “others focused” instead of “self focused.”

“You can put whatever label you want on it, but it comes from a deeply held belief that my value and role as a leader is to bring out the best in you. It’s not about me, it’s about you. I think that’s the first and foremost core value that people recognize and respond to.” It’s seeing leadership as a higher calling. It’s a lofty aspiration, but that’s a good thing, according to Conley.

“Leaders would be well served to tap into a greater vision of what leadership is, or could be. It’s a noble profession. When you see it that way you recognize that you have to be a trustworthy individual. There’s no room for not being up-front with people, not being competent, or not being dependable and following through on your commitments. It is about having a different vision about what leadership is and what a leader does.”

The benefits of trust
When trust is present in a work relationship there are several benefits. Both sides understand the relationship and are committed to it. Good trustful relationships also create freedom for failure—within limits of course. We’re not talking about permission to fail continuously without consequences, but you are permitted and have a freedom for risk-taking. There’s a level of maturity and acceptance among the manager and direct report that it’s okay to make mistakes because they’ll be viewed as learning opportunities and a chance for us to grow and deepen our relationship.

Trust also builds an atmosphere of open communication that leads to better and more frequent checking in with each other. There’s also a level of confidence in each other’s ability and dependability.

Become a better leader
Conley believes that building trust is the number one leadership competency of the 21st century. But it’s important to remember that it starts on the inside first. In some ways, trust is just an extension of other good management skills and should be woven together with the other things a leader does on a day-to-day basis.
“Trust is a byproduct of all of the other managerial and leadership aspects and activities, duties, and responsibilities that you employ on a day-to-day basis. You become a more trustworthy leader by becoming a better leader.”

Source: Ignite Newsletter, Ken Blanchard International, December 2012
Free Ken Blanchard webinar here
Do you want to know more about the level of trust in your organisation? Please get in touch with 3S here.

Thai Airways och bristande kundservice

Posted in Aktuellt, Customer care / Kundvård on December 4th, 2012 by admin

Sällan har jag fått så många kommentarer, inlägg och frågor som när jag för ett par veckor sedan (läs mer här) berättade om hur Thai Airways hanterade min situation med ett kraftigt skadat bagage.

Jag kan konstatera att alla haft en samsyn i frågan avseende:
1. Thai Airways beteende är ett exempel på urusel kundservice!
2. Man borde ändra sitt beslut omgående!

“Thai bör skämmas ordentligt. Har aldrig upplevt att något flygbolag haft sådan “policy” om man nu kan kalla den för policy. När och om du kan – byt till Singapore Airlines eller Cathay Pacific (tyvärr inte lika smidigt om man har ARN som hub.”
“Kasst! Verkar dock vara olika från gång till gång då, för mig tog det tio minuter på Arlanda och sen hämtade jag ut en helt ny väska på posten någon vecka efter, som dessutom var värd mycket mer än vad jag ens betalade nypris för min. : )”
“Helt otroligt dåligt. SAS förstörde min väska en gång, då fick jag en helt ny samsonite på plats, omg. Men det kanske är därför kom är konkurs mässiga. Lycka till”

Många har undrat hur det gick till slut?
“Visst har väl Thai Airways, när man inser vilken trogen kund du varit och vilka mycket stora volymer resor du lagt hos dem under flera år, valt att ersätta det skadade bagaget”?
Och det är anledningen till min uppföljning.

Svaret är att Thai Airways stog fast vid sitt beslut att reducera min ersättning. Jag fick inte ens ett svar på min förfrågan från den aktuella handläggaren på Thai Airways.

Ärendet är avslutat.

Fascinerande läsning

Posted in Aktuellt, Allmänt, Digitalisering / Internet on December 3rd, 2012 by admin

Jag diskuterar ofta med mina uppdragsgivare huruvida,och i vilken omfattning, den nya tekniken påverkar dem. Ofta handlar det om hur nya kundbeteenden påverkar sättet att dels nå kunder, dels sälja till dem.
Men lika ofta pratar vi om hur man skall kunna få hela organisationen att verkligen föratå hur snabb utvecklingen är idag. Här brukar det hjälpa att lyfta fram olika exempel.
Här följer en intressant artikel ur Dagens industri som jag kan rekommendera:

Precis som tv och radio en gång revolutionerade underhållningsindustrin har internet ritat om spelplanen. Okända ­människor blir kändisar över en natt och tv-chefer sliter sitt hår över fenomen de inte förstår – men som lockar miljoner och åter miljoner att titta. Så här fungerar den digitala medielogiken.

Från Kårböle i nordvästra Hälsingland är det fem kilometer till närmaste by. Man varken hör eller ser några grannar. Att Ola Håkansson därför klev ut från verandan i kalsonger och träskor kvällen den 10 juni för att ”ordna med den här kvälls­pissen” var knappast anmärkningsvärt.
Men just denna sommarkväll skulle ta en oväntad vändning.

”Jag hade köpt en Ipad till frugan för hon ville spela sådan där Wordfeud. Äldsta grabben var uppe i stugan och lärde henne hur man filmade med den”, säger Ola Håkansson.

När han hör ett plask och ser en nyfödd älgkalv kämpa i ån ropar han på hustrun Maud att hämta Ipaden och filma. Vad som sedan händer vet en avsevärd del av Sveriges befolkning.
När björnen kommer rusande ut ur skogen hinner Ola Håkansson knappt reagera. Det gör däremot hustrun.

”Spring för helvete”, ropar hon samtidigt som han faller omkull i det våta gräset med träskorna.

”Gubbjävel! Upp för helvete!” skriker hon då.

Björnen, Olas klädsel, den ljusa sommarkvällen, Mauds ilskna utfall. Det är en mängd tillfälligheter som sammanfaller ­i filmen. Men det är en sak som är avgörande – Ipaden. Hade det inte varit för den skulle björnhistorien bara vara ytterligare en skröna från Hälsingeskogarna.

När videokamerorna för drygt 20 år sedan gjorde entré i hemmen ledde det till program som America’s funniest home videos och Låt kameran gå. En snabbspolning fram till nutid visar en värld där Låt kameran gå i det närmaste är ett normaltillstånd.

Drygt en miljard människor har smarta mobiler med möjlighet att filma och snabbt ladda upp videoklipp på nätet. Lägg till det läsplattor med filmkamera, vanliga mobiltelefoner med filmkamera, övervakningskameror och vanliga videokameror – och vi har en värld där även den mest diskreta kvällsdrill riskerar att hamna på film.

På grund av långsamma internetuppkopplingar och dyrt lagringsutrymme var internet till en början text­dominerat. För tio år sedan var det relativt svårt att sprida filmer till en större publik. Den tekniska utvecklingen som sedan dess har gett oss snabbare bredband, obegränsat lagringsutrymme och sociala medier har förändrat internet. Man ser sällan en ­längre text som sprids mellan tiotals eller hundratals miljoner människor. Så kallad viral spridning – att någonting sprids likt ett ­virus – är i princip förbehållet videoklipp.

”Den starkaste faktorn som talar för rörlig bild är språket. Du behöver inte kunna språket för att förstå värdet i en video”, ­säger Nicklas Hermansson, tidigare tv-chef på Aftonbladet.

Efter fem år på kvällstidningen har han fått god inblick i vad det är för videor som lockar tittarna, de som på Aftonbladet­svenska kallas klickmonster.

”Sex, våld och djur är de tre riktiga trotjänarna. Lägger man upp en video på farliga hajar är det så nära en garanterad klicksuccé man kommer”, säger han.

De viralt spridda videorna blir något vi samlas kring, en digital lägereld för 2010-­talet.

”De riktigt stora klippen blir i dag väder och vind-snacket ute i stugorna eller vid kaffeautomaten”, säger Nicklas Hermansson.

I år fyller videotjänsten Youtube sju år. Där kan användare ­ladda upp och dela med sig av filmer. ­Varje sekund laddas 72 minuter film upp på You­tube av människor runt om i världen.

När MTV lanserades 1981 medförde det en gyllene era för musikvideon. I dag sänds nästan bara såpor och realityserier på MTV – musikvideorna har flyttat till Youtube. Det är här artisternas framgång avgörs.

Tonårsidolen Justin Bieber upptäcktes av en slump i ett videoklipp som hans mamma hade spelat in för att visa släktingarna. Den sydkoreanska artisten PSY lyckades
i somras lyfta sin karriär till internationell nivå med låten Gangnam style som har ­visats över 800 miljoner gånger.

”Vi har lärt oss allt på Youtube. Jag har lärt mig produ­cera musik, Max har lärt sig beatboxa och ­Didde har fått sin humor från Youtube”, säger 19-årige Peter Balazs.

Det var någon gång på vintern för två år sedan (när minns ingen riktigt, ”men det var kallt”) som Didrik Rastbäck och Max Henrikssons kompis Manges föräldrar var bortresta. Mange hade därför bjudit in till fest i föräldrarnas lägenhet på Södermalm i Stockholm.

Didrik och Max gick båda i tvåan på mediegymnasiet i Nacka och spelade på skoj in en låt till festen.

”Låten var så där. Vi lade upp den på ­Facebook och spelade den på festen sedan. Mange tyckte att den var kul”, berättar ­Didrik Rastbäck.

Vändningen kom nästan ett halvår ­senare när Didrik Rastbäcks kompis Peter Balazs fick idén att spela in en lite ambi­tiösare version av låten och laddade upp den på Youtube.

”När Youtube blir överbelastat slutar det att uppdatera antalet visningar. Den klarar inte att registrera mer. Så vi trodde först att vi hade 306 visningar”, säger Peter Balazs.

I själva verket var det 40.000 visningar första dagen. Nästa dag 100.000 visningar.
Plojlåten Fest hos Mange blev en megahit. På en vecka visades den en miljon gånger på Youtube.

I dag är de ett band: Mange Makers. De har spelat in flera nya låtar på temat ”Mange” och har 14 miljoner visningar på sin Youtubekanal. Dessutom har de kontrakt med skivbolaget Universal och lever på musiken.

”Jag tror man ser att vi inte tar det på allvar. Det är roligt och ganska charmigt. Vi är inte seriösa, vi vill att folk ska tycka att det är kul bara. Det är festmusik”, förklarar Didrik Rastbäck framgången.

Den sociala gemenskapen på internet har gett nya fenomen. En egen humor som uppstått och lever enbart i den digitala världen. Det är fenomen som ”Rickrolling” och ”Lolcats”.

”De här freakvideorna är den största mardrömmen för tv-cheferna, det skrämmer ­livet ur dem. Filmerna blir enormt stora men de förstår ingenting”, säger Fredrik Wikingsson, känd som ena halvan i duon Filip & Fredrik.

Ett av de mest sedda filmklippen förra året är Nyan cat som har visats 88 miljoner gånger och finns i hundratals olika varianter. Det är den typ av video som ger skrämselhicka i tv-husen: en animerad bild på en katt med en irriterande musikslinga till. Vad är det? Varför tittar människor på det här?

Under ett föredrag i Tel Aviv i somras berättade Kevin Allocca, chef för Youtubes trendanalys, för en grupp Googleanställda om vad som får en video som Nyan cat att sprida sig.

”Det måste finnas ett incitament att dela med sig av den. Det behöver inte vara att den är rolig, det kan lika gärna vara att den är irriterande. Poängen är bara att videon ska vara något vi reagerar på”, sa han då.

Om vi avskyr den, inte förstår den eller skrattar åt den spelar ingen roll – så länge vi skickar den vidare. Och det gör vi.

Ett exempel är ­Rebecca Blacks musikvideo Friday som hon, 13 år gammal, lade ut på Youtube den 10 februari i fjol. Spridningen av filmen började med att den amerikanska komikern Michael J Nelson skrev om den som ”den sämsta musikvideo som gjorts”. Några veckor senare var Friday den mest ogillade videon på Youtube någonsin – men den blev också det mest sedda videoklippet i världen under 2011. Incitamentet för att sprida videon var helt enkelt att den var dålig.

Rebecca Black-exemplet innehåller flera av de ingredienser som krävs för att en ­video ska spridas viralt. När 72 minuter film laddas upp varje sekund krävs det att ­någon uppmärksammar andra på just den videon för att den ska nå en kritisk massa tittare som gör att spridningen exploderar. Men vem är det som gör det möjligt? Finns det digitala redaktörer som bestämmer vad som blir stort? Svaret på den frågan är faktiskt ja.

På onsdagskvällen den 20 oktober förra året satt studenterna Ebba Andersson och Amanda Wikström hemma hos kompisen Petra Brohäll i Uppsala. Efter ett (eller två) glas vin bestämde de sig för att spela in en sång för att visa de andra i kören.

Att videon skulle leda hela vägen till Jay Leno Show på NBC i USA hade de naturligtvis ingen aning om. Inte heller att de skulle bli Grammisnominerade för klippet. Videon där de tre studenterna sjunger Robyns låt Call your girlfriend har hittills visats drygt 2,8 miljoner gånger.

Det finns en avgörande faktor som fick intresset för filmklippet att explodera på internet: Robyn. Med 250.000 följare på Twitter och 500.000 på Facebook har Robyn möjligheten att lyfta ut en video från alla de miljoner som laddas upp och få tiotusentals blickar att riktas på just den. Robyn är en av de digitala redaktörer som i dag styr vad vi ser.

Globalt finns det naturligtvis viktigare personer: de amerikanska programledarna
Jimmy Kimmel och Oprah Winfrey och ­artister som Justin Bieber och Lady Gaga hör till de mest inflytelserika personerna på nätet.

Receptet på viral spridning är enligt Kevin Allocca på Youtube att videon får tittarna att reagera på ett sätt som gör att de vill dela med sig av den, att den plockas upp av en digital trendsättare och att den bjuder in till deltagande.

Deltagandet är den sista pusselbiten i en viral succé. När till exempel kungahuset lägger ut en video är det oundvikligt att det kommer att göras parodier, remixer och alla möjliga varianter av ursprungsvideon, även om prinsessan Madeleines avslutande ”tihi” självklart förstärker effekten. Fenomenet ökar ursprungsvideons spridning och ger andra möjlighet att åka snålskjuts.

En som känner till knepet är den sven­ske artisten Ulrik Munther.

”Vi hade planerat i förväg. Jag åkte direkt till studion efter skolan och sedan tog det kanske tre timmar från det att låten först spelades på radio till dess att vi lade upp covern”, berättar han.

Det var den 11 februari förra året som super­stjärnan Lady Gaga släppte sin singel Born this way. Genom att blixtsnabbt spela in en egen version av låten lyckades Ulrik Munther snylta till sig massor av lyssnare.

”Det var ett väldigt bra pr-trick. Jag var ny som artist och då var det nog det mest uppmärksammade jag gjort”, säger Ulrik Munther, vars cover nu har en bra bit över en miljon visningar.

Även om me­dielogiken har förändrats när passiva tittare har blivit aktiva användare finns det många som hävdar att inget i grunden har blivit annorlunda. Det som blir stort i dag är samma saker som blev stora före internet.

”Folk älskar att lyfta fram saker som ­ Danne & Bleckan på SVT Play. Men för mig är det helt vanlig tv som råkar gå på nätet. Utförandet är precis likadant”, säger Fredrik Wikingsson.

”När Jimmy Kimmel sa till föräldrar att ladda upp videor där de blåste sina barn på Youtube så är det fortfarande bara ’tittarnas bästa filmer’ om igen. Den enda skillnaden mot tidigare är att man nu kan göra det på en dag i stället för en vecka. Det är fortfarande Hyland”, säger han.

Nog har Fredrik Wikingsson en poäng. För 50 år sedan, i januari 1952, gästades radioprogrammet Karusellen av bandyspelaren Gösta ”Snoddas” Nordgren. Den tystlåtne och lite bortkomne Snoddas berättade för programledaren Lennart Hyland om sitt intresse för fiske och skogsliv. Programledaren frågade vad Snoddas gör i skogen när han strövar omkring och fick till slut ett svar:

”Sjunga kan jag ju.”

”Kan du det säkert?” frågar Hyland.

”Ja, jag tror då det i varje fall”, svarar Snoddas försynt.

De enas om att Snoddas ska sjunga en bit i radion och svenska folket sitter på helspänn. Han nynnar lite och börjar sedan sjunga med full röst:

”Jag var ung en gång för länge sen, en flottare med färg. Alla jäntor var som vax uti min famn…”.

Med sin sångröst och sitt sätt blir Snoddas stjärna på ett par sekunder. Bland dagens virala videoklipp dräller det av identiska historier. Artister som Susan Boyle och Paul Potts har slagit igenom på samma sätt som Snoddas gjorde för 50 år ­sedan. Lennart Hyland hade med största sannolikhet klarat sig alldeles utmärkt i den digitala underhållningsvärlden.

Men vissa saker har förändrats. Om inte annat så på det ­lilla planet. I Tallåsen, en knapp timmes bilväg från Gösta ”Snoddas” Nordgrens födelseort Arbrå, har snön fallit. Det blir inte några fler turer till stugan i år för Ola Håkansson och Maud Ljungberg. Dagen efter det där mötet med björnen i somras satt de och åt lunch på gamla järnvägshotellet i Ljusdal.

”Vi träffade en släkting som jobbar på Ljusdalsposten och visade honom videon”, berättar Ola Håkansson.

Kort därefter var den utlagd på tidningssajten Hela Hälsingland, sedan gick det ­undan när den plockades upp av Afton­bladet och Aftenposten.

”Jag ljuger inte om jag säger att jag svarade i telefon 200 gånger den dagen”, ­säger Ola Håkansson.

Minst 1,2 miljoner gånger har filmen på honom och björnen visats. Precis som Snoddas på sin tid blir han igenkänd när han åker in till Ljusdal.

”’Har du sett någon björn då Ola?’ brukar de fråga.”

Källa: DI, 2 december 2012
Se Ola och björnen här.

The five most effective ways to sell change

Posted in Aktuellt, Leadership / Ledarskap on December 2nd, 2012 by admin

Change can scare a lot of people, but in today’s workplace – managing change is what keeps people relevant. Being held accountable for managing change and making things better in your work is the new normal. Knowing how to innovate and manage change will soon become a requirement in one’s job description and performance review. Being responsible to generate results is one thing; knowing how to make the results more sustainable, profitable and multifaceted is another. The new workplace requires everyone to lead and/or coordinate change in some shape or form – but very few have been formally trained to assure that it is effectively implemented. This is the opportunity that everyone must learn to embrace!

In his blog titled, Change Management vs. Change Leadership — What’s the Difference?, Forbes contributing writer John Kotter defines change management as “a set of basic tools or structures intended to keep any change effort under control.” In this same blog, Kotter defines change leadership as “the engine on the whole change process, and making it go faster, smarter, more efficiently.” While I concur with how Mr. Kotter has defined the differences – and that in theory they represent two mutually exclusive roles – they both are dependent upon one common denominator: the ability to effectively sell change.

For most, they would rather hide from change, rather than embrace it. They view change as something that will impair them rather than enable unseen opportunities. What most people fail to realize is that change is one of the most powerful professional development tools available to them. I learned about how to sell, manage and lead change early on in my career. Whether it was a merger, acquisition, reengineering and/or leading the formation of strategic alliances or new ventures – change was a common practice. Selling change impacts the entire organization, its people, brands, the entire supply chain, processes and procedures. If your organization is undergoing any type of change management or business transformation process – embrace it. Learn from the journey. Take copious notes and write your own blog on the experience. Change makes you stronger and any adversity that goes with it makes you wiser.

Without strategy, change is merely substitution not evolution

Effectively selling change demands a strategy embracing the following five essential components that serve as the foundation for successful change management and change leadership.

1) Awareness
You must be aware enough of the business landscape to recognize that a need for change exists. This requires you to anticipate the unexpected and take proactive steps to provide solutions for a changing terrain, magnifying your vision from being traditionally “linear” to what I call “circular vision.” For example, Estee Lauder had circular vision and created a family dynasty in the cosmetics industry. She anticipated the unexpected and took action to address the changing needs of women who were demanding to sample cosmetic products before buying them. As a result, she pioneered two marketing techniques that are still popular today: the free gift and the gift with purchase.

Apple (a company that had originally been known for its computer products) also had a keen sense of awareness in selling change. Remember the Sony Walkman? Apple made it virtually extinct when they introduced the iPod. So who is the next iPod in your field or interest or industry that has the awareness (circular vision) to anticipate the unexpected?

2) Timing
Selling change requires impeccable timing. This means having the ability to seamlessly sell change while minimizing disruption. It requires you to not only be aware of when to make your pitch – but more importantly how to sell change knowing that regardless of what type of opportunity or innovative idea you are selling – it will create a counter-effect of resistance .

Timing is the single most important component to gaining initial “buy-in” to the change that you are selling. The right timing can build the required momentum to get your colleagues, senior management and the boardroom excited about your idea(s). You must possess extreme patience with the right amount of knowledge to determine your timing. This is difficult because you are so passionate about selling change that you believe would benefit the organization that you serve. Be equally mindful that if your timing is wrong (though well intentioned), the momentum you may have built in your career may instantly be lost. Take your path towards determining the right timing seriously.

I know this first hand, having launched several new ventures in my corporate and entrepreneurial career. For example, during one of my first ventures, my organization was one of the first to successfully implement a “control brand” strategy with liquidation and dollar store retailers. During a time when these retail outlets were building momentum by selling branded products at deep discounted prices, my concept allowed them to increase margins by shifting their procurement focus – then 100% dependent upon distressed merchandise – to now support non-distressed goods in support of their own control branded programs.

3) Competency and Know-how
Once you have become aware of the need for change and your timing was on-point, your ability to sell change now requires you to showcase your competencies and capabilities to most effectively generate the outcomes you are projecting. Don’t sell an unattainable forecast – sell an ability to sustain long-term bottom line impact that comes from the change you are selling.

Don’t ever attempt to sell change if you can’t deliver upon it. Remember that even if you are not successful in delivering the outcomes, the manner in which you are selling change is being critically evaluated. Regardless of the change you are selling, manage the opportunity as if it were your last.

Your competency and know-how will be evaluated as if you were selling a new venture to a group of investors. As such, you must be able to manage the outcomes you are selling by being politically savvy (regardless of hierarchy or rank) and you must be able to easily articulate (in a manner that everyone can understand) how you will be able to connect the dots of opportunity that were previously unseen or unrecognizable. Showcase strong competency levels by assembling a diverse team that can help you execute and that can help you sell the change all the way through to the end.

For example, as a leader in the Hispanic talent and marketing development space – my organization has consistently seen that Fortune 500 companies don’t have the required resources and infrastructure to most effectively market to and authentically develop Hispanic talent. Instead of waiting for companies to take action and create the resources, we saw this as an opportunity – through proper timing, focus and competency – to make a 5-year investment to create a solution that the Fortune 500s were missing: Hispanic Training Center.

4) Desire
Having the required tenacity, endurance and passion to sell change all the way through to the end is never easy and could be the ultimate breaking point to your successful change management and change leadership efforts. Selling change requires a level of desire that makes it mandatory for you to get your hands dirty throughout the selling cycle. This means that you need to be ready to face uncertainty head-on and welcome the fiercest battles from the doubters who want you to fail.

Desire is not just being willing and able to tackle any tension points through the journey of selling change – but more so an ability to accept the fact that you must continue to touch the process of selling the new opportunity as much as you lead it. Touching the process requires you to stay involved, even in menial tasks that you would rather delegate. This also requires having the desire to “play the game like you are winning it” – even when it feels like you are losing.

Selling change is difficult and it takes a special level of desire in order to translate something that may be difficult for others to see into something that is concrete enough for people to believe in and begin to hold onto. When others observe your genuine desire to breakthrough what seemed impossible, they will begin to support you as a sign of respect and gratitude. This also helps in building momentum.

5) Mental toughness
To withstand the obstacles and resistance by those affected by the change you are selling demands mental toughness. In many respects, mental toughness is a first-cousin to desire. They feed off of each other during the “change selling cycle.” For example, you may have the will and desire to sell change – but you may not be mentality tough enough to finish each task at hand.

Mental toughness is imperative when selling change because you are almost always dealing with some form of crisis along the way. Mental toughness allows you to “separate issues” and compartmentalize them in a strategic fashion that strengthens your desire (rather than weakens your spirits). In other words, it allows you to become more mindful of how to best manage the consequences of the change that you are selling.

Adversity makes or breaks you, but it primarily reveals you.
This is exactly what you experience when you sell change. It helps strengthen you and builds your character. Embrace change and it will make you a more credible, reliable and enduring leader.

Source:, November 2012
Author: John Kotter (clic here for more information)

Och här följer listan (kopplad till föregående artikel) …

Posted in Aktuellt, Allmänt on December 1st, 2012 by admin

Andelen chefer som tycker följande egenskaper hos kollegorna gör ett positivt intryck:

Kommer i tid till möten 95%

Återkopplar snabbt på mail 87%

Fortsätter att vidareutbilda sig 81%

Får mycket gjort på en dag 81%

Prioriterar tid med sin familj 76%

Har gått ledarskapsutbildning 69%

Har arbetslivserfarenhet från flera olika länder 66%

Svarar alltid i telefonen 65%

Gör snygga presentationer till möten 56%

Har många bollar i luften 56%

Exempel på egenskaper som inte imponerar lika mycket på chefen:

Äter ofta på finkrogar 1%

Har många vänner på Facebook 2%

Har många följare på Twitter 2%

Umgås med kändisar 2%

Umgås med överordnad chef på fritiden 3%

Är förmögen 3%

Ägnar sig åt segling, golf, jakt eller annat statusfyllt intresse 9%

Är snygg 9%

Blir regelbundet intervjuad i media 13%

Jobba övertid 14 %

Skriver snabbt på tangentbordet 15%

Källa:, 1 december 2012