From todays seminar with Eastern Personnel Management Association in Chonburi, Thailand.

Posted in Aktuellt, Allmänt on January 11th, 2013 by admin

Getting ready for todays seminar here in Sriracha, Thailand.

Posted in Aktuellt on January 11th, 2013 by admin

How to train your brain to stay focused

Posted in Aktuellt, Allmänt on January 11th, 2013 by admin

As an entrepreneur, you have a lot on your plate. Staying focused can be tough with a constant stream of employees, clients, emails, and phone calls demanding your attention. Amid the noise, understanding your brain’s limitations and working around them can improve your focus and increase your productivity.

Our brains are finely attuned to distraction, so today’s digital environment makes it especially hard to focus. “Distractions signal that something haschanged,” says David Rock, co-founder of the NeuroLeadership Institute and author of Your Brain at Work (HarperCollins, 2009). “A distraction is an alert says, ‘Orient your attention here now; this could be dangerous.'” The brain’s reaction is automatic and virtually unstoppable.

While multitasking is an important skill, it also has a downside. “It reduces our intelligence, literally dropping our IQ,” Rock says. “We make mistakes, misssubtle cues, fly off the handle when we shouldn’t, or spell things wrong.”
To make matters worse, distraction feels great. “Your brain’s reward circuit lights up when you multitask,” Rock says, meaning that you get an emotional high when you’re doing a lot at once.

Ultimately, the goal is not constant focus, but a short period of distraction-free time every day. “Twenty minutes a day of deep focus could be transformative,” Rock says.

Try these three tips to help you become more focused and productive:

1. Do creative work first
Typically, we do mindless work first and build up to the toughest tasks. That drains your energy and lowers your focus. “An hour into doing your work, you’ve got a lot less capacity than (at the beginning),” Rock says. “Every decision we make tires the brain.”

In order to focus effectively, reverse the order. Check off the tasks that require creativity or concentration first thing in the morning, and then move on to easier work, like deleting emails or scheduling meetings, later in the day.

2. Allocate your time deliberately
By studying thousands of people, Rock found that we are truly focused for an average of only six hours per week. “You want to be really diligent with what you put into those hours,” he says.

Most people focus best in the morning or late at night, and Rock’s studies show that 90 percent of people do their best thinking outside the office. Notice where and when you focus best, then allocate your toughest tasks for those moments.

3. Train your mind like a muscle
When multitasking is the norm, your brain quickly adapts. You lose the ability to focus as distraction becomes a habit. “We’ve trained our brains to be unfocused,” Rock says.

Practice concentration by turning off all distractions and committing your attention to a single task. Start small, maybe five minutes per day, and work up to larger chunks of time. If you find your mind wandering, just return to the task at hand. “It’s just like getting fit,” Rock says. “You have to build the muscle to be focused.”

Author: Nadia Goodman (for more information)

Var finns det flest psykopater i näringslivet?

Posted in Aktuellt, Allmänt on January 9th, 2013 by admin

Är din vd charmig och duperande, men också lögnaktig och egocentrisk? Det är inte en slump. Beskrivningen stämmer nämligen väl in på psykopater, som är extra vanliga bland företagsledare. Det framgår av en ny bok.

Boken “The wisdom of psychopaths”, tar, enligt, upp ett antal yrkesområden som är mer benägna att attrahera psykopater än andra.
Författaren till boken, Kevin Dutton, menar att ett flertal psykopatiska drag, som bedräglig charm, egocentricitet samt brist på empati, är mer vanliga bland företagsledare än bland störda brottslingar, skriver

I boken rankas yrken med störst andel psykopater samt yrken med minst andel. Vd:ar toppar listan över yrkesgrupper med störst andel psykopater. Därefter kommer advokater, som följs av personer som jobbar inom teve och radio.

Yrkesgrupper med minst andel psykopater, enligt listan, är vårdare, sjuksköterskor och terapeuter. På plats 10 på listan över yrken med minst andel psykopater ligger revisorer.

Källa:, 9 januari 2013

Ten reasons your top talent will leave you

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on January 9th, 2013 by admin

Competition and market situation is changing faster than ever before. It makes quite different, and new demands on today’s leaders.
According to HR Barometer 2012 (HR in change, more information on in Thailand (my experience is that it shows more or less the same result as in other markets around the world) believe 90% of all managers that competition for skilled labor will increase over the next five years.
The survey also shows that only 59% of the company management believe they have a clear strategy for how to become more attractive as an employer.
In my work with management, it becomes increasingly evident that the importance of having a clear strategy for how to develop and retain their talent is becoming increasingly important. Please read more on this topic below:

Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures. With all the emphasis on leadership development, I always find it interesting so many companies seem to struggle with being able to retain their top talent. In today’s column, I’ll share some research, observations, and insights on how to stop the talent door from revolving.

Ask any CEO if they have a process for retaining and developing talent and they’ll quickly answer in the affirmative. They immediately launch into a series of soundbites about the quality of their talent initiatives, the number of high-potentials in the nine box, blah, blah, blah. As with most things in the corporate world, there is too much process built upon theory and not nearly enough practice built on experience.

When examining the talent at any organization look at the culture, not the rhetoric – look at the results, not the commentary about potential. Despite some of the delusional perspective in the corner office, when we interview their employees, here’s what they tell us:

– More than 30% believe they’ll be working someplace else inside of 12 months.
– More than 40% don’t respect the person they report to.
– More than 50% say they have different values than their employer.
– More than 60% don’t feel their career goals are aligned with the plans their employers have for them.
– More than 70% don’t feel appreciated or valued by their employer.

So, for all those employers who have everything under control, you better start re-evaluating. There is an old saying that goes; “Employees don’t quit working for companies, they quit working for their bosses.” Regardless of tenure, position, title, etc., employees who voluntarily leave, generally do so out of some type of perceived disconnect with leadership.

Here’s the thing – employees who are challenged, engaged, valued, and rewarded (emotionally, intellectually & financially) rarely leave, and more importantly, they perform at very high levels. However if you miss any of these critical areas, it’s only a matter of time until they head for the elevator. Following are 10 reasons your talent will leave you – smart leaders don’t make these mistakes:
Top Ten Reasons Why Large Companies Fail To Keep Their Best Talent Eric Jackson Eric Jackson Contributor
The Case for Hiring ‘Under-Qualified’ Employees David K. Williams David K. Williams Contributor
The 10 Reasons Why We Fail David DiSalvo David DiSalvo Contributor
This One Leadership Quality Will Make or Break You Mike Myatt Mike Myatt Contributor

1. You Failed To Unleash Their Passions
Smart companies align employee passions with corporate pursuits. Human nature makes it very difficult to walk away from areas of passion. Fail to understand this and you’ll unknowingly be encouraging employees to seek their passions elsewhere.

2. You Failed To Challenge Their Intellect
Smart people don’t like to live in a dimly lit world of boredom. If you don’t challenge people’s minds, they’ll leave you for someone/someplace that will.

3. You Failed To Engage Their Creativity
Great talent is wired to improve, enhance, and add value. They are built to change and innovate. They NEED to contribute by putting their fingerprints on design. Smart leaders don’t place people in boxes – they free them from boxes. What’s the use in having a racehorse if you don’t let them run?

4. You Failed To Develop Their Skills
Leadership isn’t a destination – it’s a continuum. No matter how smart or talented a person is, there’s always room for growth, development, and continued maturation. If you place restrictions on a person’s ability to grow, they’ll leave you for someone who won’t.

5. You Failed To Give Them A Voice
Talented people have good thoughts, ideas, insights, and observations. If you don’t listen to them, I can guarantee you someone else will.

6. You Failed To Care
Sure, people come to work for a paycheck, but that’s not the only reason. In fact, many studies show it’s not even the most important reason. If you fail to care about people at a human level, at an emotional level, they’ll eventually leave you regardless of how much you pay them.

7. You Failed to Lead
Businesses don’t fail, products don’t fail, projects don’t fail, and teams don’t fail – leaders fail. The best testament to the value of leadership is what happens in its absence – very little. If you fail to lead, your talent will seek leadership elsewhere.

8. You Failed To Recognize Their Contributions
The best leaders don’t take credit – they give it. Failing to recognize the contributions of others is not only arrogant and disingenuous, but it’s as also just as good as asking them to leave.

9. You Failed To Increase Their Responsibility
You cannot confine talent – try to do so and you’ll either devolve into mediocrity, or force your talent seek more fertile ground. People will gladly accept a huge workload as long as an increase in responsibility comes along with the performance and execution of said workload.

10. You Failed To Keep Your Commitments

Promises made are worthless, but promises kept are invaluable. If you break trust with those you lead you will pay a very steep price. Leaders not accountable to their people, will eventually be held accountable by their people.

If leaders spent less time trying to retain people, and more time trying to understand them, care for them, invest in them, and lead them well, the retention thing would take care of itself.

Source:, January 2012
Author: Mike Myatt (more information about the author here)

Eight opportunities to lead in 2013

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on January 5th, 2013 by admin

Leadership is just a series of moments where you do the right thing. Here are eight ways to do that in the coming year.

Leadership is comprised of a series of moments, and it can be difficult to sort out individual moments over time. A continual leadership challenge is to be aware of which moments matter and what to do about them.

As the year comes to a close, take a minute to reflect upon some of the key moments of your leadership in 2012. If, in hindsight, you could have made better decisions, how will you remind yourself to make different choices in the coming year?

Here are a few positive moments of leadership to work toward in the coming year.

The moment you don’t let someone off the hook
Organizations are full of dropped commitments. Keeping people “on the hook” until their commitments are fulfilled can be uncomfortable for them, and for you. It is tempting to let them off prematurely, because you are causing their discomfort. For the greater good, resist. Accept that progress requires pressure, and it is your job to apply it responsibly.

The moment you deliberately deflect attention from yourself
When you sincerely refocus the spotlight, the immediate impact is to help others thrive. The secondary effect is that you get time and space to observe others. Leaders must be excellent observers in order to decide where to go next. It is hard to observe while in the spotlight.

The moment you ask a different, deeper question
Many questions skim the surface of an issue, or are asked when one already knows some of the answer, or are really statements masquerading as questions. How can you avoid these un-helpful questions? During an important conversation, how well do you choose a different, deeper question to get to the heart of the matter? How do you decide what to ask, and find the courage to ask it?

The moment you simply say, “Well done”
This two-word statement carries tremendous positive influence when offered genuinely and on time.

The moment you gather yourself before doing something uncomfortable
It can be easy to shy away from the build-up to uncomfortable events, conversations, and decisions. We often create distractions rather than embrace uncertainty and fear. And yet, it is precisely the sensations of discomfort that signal the need for preparation. You can decide how best to prepare only when you sense the moment – so be aware.

The moment you pursue what’s best, even if it’s inconvenient
A leader must consistently demonstrate commitment to the shared purpose of the organization. When a leader decides not to pursue a complicated or messy problem, it can easily appear that the leader is simply taking the path of least resistance. Conversely, when a leader embraces an inconvenient challenge, the message is clearly one of devotion to the shared purpose.

The moment you let something pass
As important as deciding what to pursue is deciding what to let go. Distractions abound, real and imagined, and making the time to decide what is better left unaddressed will maintain your focus on the wider view and more important tasks.

The moment you rightly give yourself a break
As a leader, critics are all around – and none may be louder than the one in your own head. Lowering the volume of self-criticism is always a good idea, because too much internal noise will interfere with your ability to reflect, and drown out the helpful perspectives of others.

Recognizing the importance of individual moments will allow for more authentic and effective leadership.

Source:, December 20, 2012
Author: Brian Evje (for more information)

We wait too long to train our leaders

Posted in Aktuellt, Leadership / Ledarskap on January 4th, 2013 by admin

Years ago, I was involved with a firm that experimented with teaching leadership principles to elementary school children. We were introducing the same skills to 3rd and 4th graders that we teach managers in large corporations. These nine- and ten-year-olds had no trouble understanding such concepts as the importance of preserving self-confidence in your colleagues or the dangers of focusing on personalities. In fact, they lost no time in applying the principles to their parents (who are, after all, their immediate supervisors). I can’t help smiling when I think of a 3rd grader informing her parents that they were not focusing on the problem, but only on the person. From this we concluded that it’s never too early to teach leadership skills.

I’m not suggesting that fostering leadership skills in the schools is a corporation’s responsibility (that’s really a subject for another day). But I am arguing that leadership development can be taught at any age — and that companies wait far, far too long to begin. And when I say late, I mean very late.

When I looked back at our database of some 17,000 worldwide leaders participating in our training program, who hailed from companies in virtually every sector throughout the world, I found that their average age was 42. More than half were between 36 and 49. Less than 10% were under 30; less than 5% were under 27.

But the average age of supervisors in these firms was 33. In fact the typical individual in these companies became a supervisor around age 30 and remained in that role for nine years — that is, until age 39. It follows then, that if they’re not entering leadership training programs until they’re 42, they are getting no leadership training at all as supervisors. And they’re operating within the company untrained, on average, for over a decade.

Practicing anything mildly important, like say skiing or golf, without training is inadvisable. The fact that so many of your managers are practicing leadership without training should alarm you.

Here are three reasons why
Practicing without training ingrains bad habits. My children and grandchildren learned to ski at early ages. I began when I was 41. They learned the fundamentals early and well. I did not. They didn’t pick up any bad habits. I did. Instructors pushed them to move to more difficult slopes while maintaining good form. I took my bad form from slope to slope. As you would suppose, they are much better skiers than I am. While they were taught correctly, I learned my skills willy-nilly — just like all those supervisors left to their own devices until they reached their 40s. Worse, I practiced my questionable skills over and over, ingraining them deeply.

Practice makes perfect only if done correctly. Practicing for hours doesn’t automatically create excellent skills. Say, for instance, that, as an aspiring golfer, you go to the driving range and practice by hitting buckets of balls off into the blue. You may leave feeling you’ve done something to help you improve, but more than likely you will only have practiced whatever swing you came with — good, bad, or indifferent. But say that when you go to the range you take a more deliberate approach. You draw a circle 20 feet in diameter, move back a bit, and proceed to hit balls until 80% land in the circle. Then you move farther back, take a different club, and do the same thing. That is deliberate, focused, and productive practice. Perfect practice makes perfect performance.

Your young supervisors are practicing on the job whether you’ve trained them or not. Supervisors, are of course, leading people from the first day on the job. And from that day habits are being formed. Attitudes are being created. Management practices begin to coalesce. Would it not be in the organization’s and the individuals’ best interests to begin that process the moment they’re selected for that position?

For as long as I can recall, there have been those who have observed, “With all the money and effort being spent on leadership development programs, why don’t we have better leaders?” The answer to that question is obviously complex, but could a part of the answer be that we have simply waited too long to develop these skills? It may be possible to teach old dogs new tricks, but there’s no question that the sooner you begin, the easier it is.

Source: Harvard Business Review, December 17, 2012
Author: Jack Zenger

Att tala inför andra

Posted in Aktuellt, Allmänt on January 4th, 2013 by admin

Får du hjärtklappning och svettas floder när du ska prata inför en grupp? Med rätt förberedelser kan du avdramatisera ditt framförande och känna dig tryggare och säkrare.

– Alla människor lider enligt min mening av mer eller mindre uttalad talarskräck. Grundproblemet är rädslan för att misslyckas.

Det säger Paul van der Vliet, som driver Talarkliniken i Göteborg och har skrivit boken ”Tala dig till ledarskap”.

En viss spänning gör oss mer taggade. Men när rädslan tar överhanden blir det problem.

Rädslan går dock att övervinna. Det gäller att avdramatisera genom att förbereda sig fysiskt, materiellt – och inte minst mentalt. Förbered dig steg för steg – och träna!

Fysiska förberedelser: Skriv ett manus. Gör en disposition, skriv ner stolpar så att du har en röd tråd. Formulera en kort inledning och lär dig den utantill för att komma i gång lugnt. Gör detsamma med avslutningen. Då kan du bryta, till exempel om du drar över tiden. Är du mycket osäker kan du skriva ned anförandet ord för ord.

Träna, träna: Håll anförandet för dig själv några gånger, gärna framför en spegel eller inför en vän. Formulera dig med egna ord när du tränar. Om du har skrivit hela manuset ordagrant är risken annars att du rabblar utantill – och tråkar ut åhörarna. Eller, om du missar en mening, riskerar du att tappa tråden.

Mentala förberedelser: Tänk positivt. Hjärnan bygger upp hotbilder, men 98 procent av det du föreställer dig kommer inte att ske. Så tänk konstruktivt och positivt!

Du tänker: ”Åhörarna kan mer än jag.”

Tänk i stället: De har kommit hit för att lyssna på mig. Om de redan kan och vet det jag säger får de det bekräftat – och alla gillar att få bekräftelse.

Du tänker: ”Vad läskigt att stå här helt ensam och tala inför alla dessa människor!”

Tänk i stället: Mina åhörare är inte en hotfull grupp, utan enskilda individer som jag talar till var och en för sig.

Använd affirmationer: Sätt dig ner, blunda och föreställ dig hur du vill att ditt anförande ska bli och att du får stående ovationer. Försök behålla den bilden när du gör ditt framträdande.

Gör en avslappnings- eller koncentrationsövning: Att andas lugnt och med magen gör dig mer avslappnad och rösten mind­re spänd. Gör så här: Andas in genom näsan fem sekunder, håll andan fem sekunder, andas ut genom munnen fem sekunder, upprepa.

Materiella förberedelser: Kolla lokal och teknik. Ta reda på fakta om lokalen i förväg. Om möjligt, besök den. Var ska du stå? Var sitter publiken? Kontrollera, minst en dag i förväg, att all teknik för ljud, bild, ljus och annat som du ska använda fungerar. Då hinner eventuella fel åtgärdas. Gör en checklista och pricka av.

Lär dig om publiken: Vilka är dina åhörare? Ta i god tid reda på ålder, kön, om de är specialister eller lekmän och annat som du behöver veta. Anpassa ditt anförande och hur du framför det efter publiken. Då minskar din oro ytterligare.

Källa:, 4 januari 2013

Sveriges värsta bolag!

Posted in Aktuellt, Allmänt on January 2nd, 2013 by admin

Under 2012 fick Konsumentverket in över 7.000 anmälningar mot företag som privatpersoner är missnöjda med. Här är bolagen med flest klagomål.

Klagomålen mot telekombolagen dominerar. Tele 2 fick 162 anmälningar, Telia Sonera fick 148, Telenor 131 och Comhem 119, enligt Metro som tagit fram siffrorna.

Men listan toppas av 175 klagomål på det danska företaget Formlife, som säljer bantningsmedel. Bland andra som anmälts finns pensionsrådgivare och elbolag.

– Många anmälningar handlar om att man blir kund utan att man sagt ja till det, säger Anna Lindström, jurist på Konsumentverket till Metro.

Läs mer: Klagomål på mobilbolag ökar

Här är de tio mest anmälda företagen:
Formlife 175
Tele 2 162
Telia Sonera 148
Energibolaget 141
Dentally 137
My Safety 132
Telenor 131
Comhem 119
Positiv pension 93
Bara Spara: 85

Kä, 3 januari 2012