Mentoring can change the pace of digital transformation

We mostly talk about mentoring as something for a senior to a junior, or how a new employee can learn from those more experienced. But in this fast-changing landscape of new technology and digital innovation, is this still what we need? Don’t we need to think outside the box on mentoring in the future?
Maybe this is a perfect time for the senior to learn from the junior.

The younger generations have technology at their fingertips, as most of them now are born after the smartphone was launched. They are not afraid of using or trying new technology – and they are not afraid of failing in the process. Meanwhile, I know plenty of people in their 30’s, 40’s and 50’s that are afraid of change and have a pretty fixed mindset. They cling on to the old, and hope that the world will not change so fast that they cannot keep up. This is a very restrictive mindset, that is holding us back.

We need to be acting to the needs of the users, the consumers, in order to be relevant for future buyers.

We need mentoring relationships where the new teaches the old, and that forces the digital transformation into a much higher speed. What better way to do that, than through a well-known and trusted way like in a mentor-mentee relationship. Then both parties learn – and in addition, companies move at a faster speed in adopting new technology.

When companies are slow movers, it puts a much higher risk on digital innovation than what we would like. The need for change is urgent, and we cannot let the transformation be slowed down because CEO’s and leaders are more comfortable hanging on to the old ways of doing business and keep doing things the “safe” old way.

Let’s take Cloud for instance: it’s not “high” risk move anymore – it has become a commodity. People want to buy products as a service, having the flexibility to buy as much as they need, when they need it. But companies and leaders everywhere still think “old” is better, and don’t understand that they are losing business every day, because they keep offering products in the same “old” ways.

I have been fortunate to have great mentors in my working life. Each has taught me things about their profession and their expertise so that I can benefit from their knowledge. In return, I am a mentor for several young leaders, each unique in their need for my input. What I get in return from them is a new understanding of their thinking, their values, and on what foundations they make their choices; whether it’s choice of workplace, career, consumption or information.
I learn equally from my mentees as I do from my mentors. And, I feel blessed to be forced to keep up with their fast-paced environment and thinking.

Every company should prioritize mentor relationships. If we can use the expertise and thinking of young people to drive the digital innovation and transformation at a faster speed – there is only upside.

In my opinion, it is essential that experience and knowledge is shared, and that we are being challenged on our thoughts and beliefs, and that we learn new ways. That way we can move much faster forward in this world of technology, innovation, and leadership.

Finding Inspiration and Influence Outside Your Closest Circle

According to Shawn Achor, author of “The happiness advantage”, the happiest people are those that are part of something bigger than themselves and that contribute to the greater good. I believe in that.
Last week, I spent three days together with leaders from various industries in Norway, people whom I had never met before, and that I mostly had nothing in common with, until then. From this, I gained inspiration and personal growth way beyond what I signed up for.

The whole thing started with a crazy idea, was followed up by someone who believed in this crazy idea, and then came full circle when a group of people who wanted to make a difference spent their free time getting the most fantastic conference on the road. All because they wanted to achieve more, and to make a difference. And when people come together . . . magic happen.

What I learned on this trip was that, first of all, we all need continued learning to grow. Not only as individuals, but as leaders. No one is fully trained or educated – we can always learn more (growth mindset, they call it). It was great to hear from experts in important topics like leadership, diversity and inclusion. Second, it was good to hear from the “technology nerds” that they take responsibility for ethics, environment and safety when they innovate, and that more and more of new innovation is about making the world a better place. Having improvements made on education, learning and increasing the value of people’s lives, is of huge importance for the future. Third, learning about new technology is always both inspiring and fun. There is so much innovation going on, and hearing firsthand about Cloud, AI, Robotics, Cyber security, Design thinking, Machine learning and new technology was motivational and inspirational.

In addition, having the pleasure of listening to amazing women-founders! These women are founders and leaders of companies that they have built from the ground up based on ideas that they have had about issues that they really care about. These topics ranged from healthcare, to education, to feeling good about your hair.

Equally important was the time I got to spend with female leaders from industries other than my own. I am mostly used to meeting fellow tech company employees, and spending most of my time and focus in the IT-industry. It reminded me about how important it is to look outside your immediate circle to find inspiration and influence. I got to speak to many smart, fun and accomplished women – and I got inspired. From women that are like myself and that think the way I do, to women who are completely unlike myself and that have thoughts and ideas that are completely different to mine. I gained new perspectives on that trip thanks to the women I met & shared this experience with. 

One of the most significant thinks I learnt from this trip is that leadership is the most important thing in business and in life, and if you don’t take leadership of your own world, nobody will. Most people come to work every day wanting to do their very best, and it is our responsibility as leaders to make their work environment safe and secure and to get rid of the work-bias. To make every voice count, even if it is completely opposing than yours. That you need someone else to learn from, and if that person is unlike you in many areas, you can choose to learn a whole lot of new things that you might not have even thought about.

And lastly; no one can make success on their own. There is always a team behind you or with you. Even if they are not visible. We must take care of alle the people who make us better, that make us grow, and that make us shine.

Thank you for organizing this inspiring journey Benja Stig Fagerland, Camilla Bakjord, Inga Kleppe, Kimberly Lein-Mathisen, Kristine Hofer Næss and Siri Børsum. And thank you for a great time during the stay EVERYBODY – SHEconomy Summit 2018.


A leader’s need for learning is a never-ending journey.

I just spent the last 2,5 days in Silicon Valley together with 35 business executives from various industries in Norway. The aim of the trip was to visit some of the pioneers in technology, including large corporations like Microsoft, Google and Facebook, smaller startups, and Stanford University, to learn from what they are thinking about the future, especially the digital transformation that we are now a part of and see how it would apply to our businesses back home.

I have learned a lot on this trip, in terms of technology, leadership, business, knowledge transfer, diversity, and design thinking. But my most important lesson is how important it is for leaders to continue to learn and to have a growth mindset. If you think that because you have been a leader for many years, been part of prior transformations, have extensive experience, you know it all – you are outdated already. The yearn to explore new thing and listen to others, be humble to what other companies do and think, and open for possibilities of change, is the very essence of being a responsible leader. Being so arrogant that you think that you are finished learning, will put you out of business. Maybe not today or next month, but sooner than you think.

One of our speakers this week said it is important to let go of the tradition, because that might be the only thing that is holding you back from succeeding with the future. Letting go of the safe, what you know, your core –  to explore the future, is key to getting to the future in the first place. Because potential new customers don’t care about your tradition, they only care about finding the right solution for their problem. Now.

Taking the time out to learn new things should be on every leader’s agenda. Saying that you are so busy that you don’t have time to attend a training, a seminar or a conference, is like saying you don’t have time to stop to fill gas, because you have to get to your destination on time. Eventually you will run out of gas, and then you never made it to your destination anyway.

If you prioritize to learn – from others, from those who believe in other things than you do, from your competition, from those that are outside your industry, from those that have different experiences than you – will give you an advantage. The advantage of seeing the world from a new angle.

You don’t have to travel half way around the world to learn of course – taking a small timeout during the day is sometimes more than enough.

The point is: when you learn, you grow. And you have to continue to grow, for your own sake, and for the sake of your company.

What does a CEO look like?

I had lunch with a friend the other day, and he was questioning why there were so few young leaders in top positions – he was tired of seeing mostly 50+ men in executive positions. He wanted more young people. I guess he was saying that because he is relatively young himself. I on the other hand, am questioning the fact that there are, still, so few women in top leadership positions. Is it because we are used to a certain stereotype? Is it because we are lacking role models, or is it because we are just following the same old pattern, not even thinking about how it could be different? Maybe we are so used to looking to what it used to be in the past, that we are not even considering a different path for the future.

Gro Harlem Brundtland was elected as the first female prime minister in Norway in 1981. She was one of the first female prime ministers in the world, and although the Norwegian people were proud to have elected a competent candidate for the job, they were still skeptical. People were interviewed on the street, and many did not really believe that a woman could do this job. As a man so eloquently put it; men have much better experience being prime minister, because this job has always been done by a man. . . So then – if everybody is always looking to the past, how can we break this pattern, and set a new future?

Somebody has to be the first – someone has to be the change, no matter what it is. If not, we will always be looking to, and repeating the patterns of the past.

Fear of the future and new thinking has always been a challenge for most people. We prefer to stay safe in our comfort zone, as change is something that our brains instinctively do not like. This is why it is so hard for people to change a pattern like smoking or dieting, (these are not small things for most people, these are big) – we have a hard time breaking the old routine.

Back to leadership: to change the way we look at top executive positions, we have to be open to looking to the future. We can no longer ask ourselves how these roles have traditionally been filled, but instead, how can they be in the future; what skills do we need, what experience do we need and what personality traits do we need?

I believe companies, searching for an executive, are not getting the right help at most executive search organizations either. A friend of mine told me that their company was looking for a CEO in their company and had been very specific with the search agency about what they were looking for; they wanted somebody younger than forty and preferably a woman. The agency came back with a list of 21 men, all over 55. When asked why, they simply replied; this list of people were the only ones in the market that were qualified enough for the job. No women or young people “out there” could do the job. This shows that even companies that are paid to find qualified executives have a limited view, and network, of candidates outside the traditional box. Are we really still at a point where we think about leaders as men? If we continue having the same type of leaders, how are companies going to make a difference in this changing world, and be able to stand out? How are we going to break the norms if we only follow the same old stereotypes?

To break the cycle, we need more visible role models; we need to not look to the past, but to the future. If your dream is to become a CEO, don’t let the stereo type guide you, or scare you off – think about being the one that breaks the cycle and sets a new standard. Be the role model yourself, and you might inspire a new generation of leaders.

Be yourself, and be what you believe in. Be the future.

What defines a great manager?

Most employees want to work in a place where they can make an impact and a difference, and where their input is being recognized. Most people also want to be recognized not only for the work they do, but for the person they are. It is the leader/managers role to make this possible.

As we spend so much time at work, and because we are dependent on feeling that we are valuable to the company we work for, good management is incredibly important. Managers can have a very positive influence, and bring out the best in us every day, but they can also prevent us from unleashing our full potential. Surveys reveal that 70% of employees quit because of a bad manager.

At the end of the day, management is all about being able “see” people. The job of a manager is to give others the opportunity to perform well, and to make sure that everyone on the team, or in the organization, is moving in the same direction. And of course, it is the managers role to set that direction. Good managers should show their employees that every effort is important, and that every person counts. Remember that you are not only the leader of the company, but for the people that work there.

Much has been said about what defines a good manager, and here are my top 10 points/characteristics:

  1. They care about their employees – not “sort of”, but genuinely. They know what their employees are passionate about, and what they are good at.
  2. You can trust them. This means that if a manager says that he/she will do something, you can trust them on it.
  3. They want you, as an employee, to succeed, and they help you to do so. They know your strengths and weaknesses, and they know how to build on your strengths, so that you can perform at your very best.
  4. They don’t micro-manage. They trust you to do your job, and only get involved if they can see that you’re heading in the totally wrong direction, or if you ask for their input. They trust their employees
  5. They praise their employees and thank them for their input – large or small.
  6. They are honest. And sometimes they are so honest that you wish they weren’t quite so honest. But they say the things they say because they want to be clear, so that you can become a better version of yourself.
  7. They are clear and transparent in their communication, and make sure to explain anything that is unclear quickly and without compromising their integrity. They do not allow room for uncertainty in their communication.
  8. They are fair and understand that different people need to be treated differently, but that the same situations must be handled in the same way.
  9. They are strict – when they need to be. They know their employees. And they actually care.
  10. They show empathy. Good managers understand that most people are different, and that they have different needs and passions. They can empathize with their employees’ situations and contribute to making every one of their employees even better.

Very few people are “born” managers – most need to learn the skill and build up experience. However, most people who want to become a good or a better manager can do so, with the right learning and training.

Good management and leadership is way too important for the individual employee – and for the company – to be left to chance. Take responsibility for your management skills, your team will thank you for it. After all; you are responsible for people and your job is to be able to achieve results through your team. Your employees want you to be the best manager for them, so that they can be the best team for you – so take their advice and seek out to be the best manager that you can be.

And last: make sure to hire people who are smarter than you. Hire people who are better than you, who have more knowledge than you, and that love to do what you hate to do.


A leader without followers is just a person taking a walk” – The 21 Irrefutable Laws of Leadership, By John C. Maxwell

Choose your attitude

You can influence your own working day.

We spend a lot of our time at work. Most of us want to enjoy our time here, and contribute with positive impact on our working day. Most people also want a high degree of impact on how we spend our own time and carry out our own tasks. There is a huge difference between being told to work overtime, – and offering to work overtime. When we are given a framework, most of us want as much freedom as possible within this framework. According to Annicken R. Day, the founder and head of Corporate Spring, we primarily want five things:

  1. We want to do things that matter
  2. We want to be a part of something bigger than ourselves
  3. We want the power to influence
  4. We want to make a difference
  5. We want to learn, – and we want to develop

Many of these points are fundamental for improving our working day – and in turn fundamental for impacting our performance. Wherever we feel that we are making a contribution and being recognized – that is when we will flourish and become even better.

There is another important aspect to consider: how we ourselves behave. We have a responsibility as colleagues and employees to make our working day the best day possible. We have the power to choose what kind of a day we are going to have, and how we behave in relation to our colleagues and customers.

The book “FISH” by Stephen Lundin, Harry Paul and John Christensen, is a must read for everybody who want to understand how your own attitude affect your workday, and how to “boost morale and improve results”. The book is an easy to read story and provides specific tips and hints about what you can do. The book concludes with stories from real life, and input from people who have changed their lives by thinking about the essence of the book and the lessons it teaches. The book is a management manual for everyone to read – managers and employees alike, and it is highly recommended for all levels in an organization. This is a good way to agree on certain rules of conduct and behavior internally, and that everybody agrees on. This subsequently becomes the company’s culture and attitude, and everyone has been involved in determining what the culture should be.

Here is what the people in the book agreed on for their culture:

Our workplace. As you enter this place of work, please choose to make today a great day. Your colleagues, customers, team members, and you yourself will be thankful. Find ways to play. We can be serious about our work without being serious about ourselves. Stay focused in order to be there when your customers and team members most need you. And should you feel your energy lapsing, try this sure-fire remedy: find someone who needs a helping hand, a word of support, or a good ear – and make their day.

I encourage everyone to “choose your attitude” every day, before walking in the front door at work.

“Choose to make today a great day”!

Går du i ansettelsesfella?

En av de viktigste oppgavene en leder har er å ansette de riktige menneskene.

Med “riktige mennesker”, mener jeg å finne den personen som best kan gjøre jobben som skal utføres. Og gjerne en som skal utfylle deg. Mange går dessverre i “vi-fikk-en-god-tone-på-intervjuet-og-da-er-du-sikkert-den-som-best-kan-gjøre-jobben” fella. Det er viktig å unngå denne, ellers kan det få store konsekvenser.

Vi er alle opptatt av å ansette den beste for jobben, men problemet er bare at vi gjør ubevisste valg basert på hvordan vi selv er. For ifølge en undersøkelse gjort av FAFO, velger vi som regel de som ligner oss selv, de vi kommer best overens med på intervjuet, og til og med de vi har felles interesser med. FAFO fulgte 10 selskaper i sin ansettelsesprosess, og det viste at selv om selskapene er flinke til å følge rutinene i begynnelsen av ansettelsesprosessen, så avvek man fra rutinene når man nærmet seg slutten av prosessen – da man satt igjen med tre til fire kandidater. Man begynte da å se etter en som kunne passe inn, en som er som oss – en “brandname’er”. Og plutselig har man valgt den som man liker best, ikke den som har den best kompetanse for jobben. I tillegg er det slik at de menneskene som er flinkest til å snakke, gjerne blir oppfattet som personer som er mest kompetent. . .

Feilansettelser er dyrt og i dagens arbeidsmarked, og helt unødvendig. Det gjelder å være smart og tenke profesjonelt.
Før det første: få hjelp til å gå gjennom CV’ene med en annen person i organisasjonen, slik at man ikke velger kun på egne personlige preferanser.
Når man skal intervjue kandidatene bør de helst få treffe en til to personer i tillegg til deg, slik at dere er flere som tar en avgjørelse.
Og noe som er veldig viktig: en profil analyse, eller en personlighets analyse. En slik analyse lar man gjerne de tre-fire toppkandidatene ta, og her vil man avdekke en persons sanne jeg, og hva de er aller best til. Flink til å finne på nye ting og tenke kreativt? Fine egenskaper i mange roller, men kanskje ikke der hvor det kreative allerede er på plass, og man trenger noen som kan kvalitetssikre gjennomføringen. Fink til å kontrollere og detaljstyre? En viktig egenskap i finans og administrasjons roller.

Det handler også om at du bør ansette personer som har egenskaper du selv ikke har. Dersom du selv prater mye, elsker å stå på scenen, tenker kreativt og kaster stadig opp nye baller, så trenger du nødvendigvis ikke ytterligere en slik person i ditt team – du trenger noen som kan plukke opp de ballene og organisere, og utføre tiltakene. Derfor må du også kjenne deg selv. Så jeg anbefaler alle ledere å selv ta en profil analyse, slik at de kjenner sine egne styrker og svakheter.

Husk at du skal finne den beste kandidaten for stillingen – ikke din nye beste venn.
Jeg har benyttet meg av SCOR modellen i mange år, og det har hjulpet meg i mange viktige avgjørelser i forhold til ansettelser. Les mer om profilanalysen SCOR på:

Like muligheter og mangfold er en viktig vei til nyskapning og nytenkning

Da kommandobasert stemmegjenkjenning ble introdusert i biler og telefoner var et av de store problemene at mange av disse kun fungerte for menn. De som hadde ansvaret for utviklingen av disse teknologiene glemte å ta i betraktning at halvparten av verdens befolkning har høyere stemmefrekvens enn den andre. Og dermed virket de ikke for en god del kvinner. Menn har historisk sett utviklet produktene og tatt avgjørelsene på vegne av hele befolkningen uten at man tenkte på at man burde ha kvinner som en del av prosessen.

I de siste årene har imidlertid selskaper og læringsinstitusjoner for alvor innsett at for å drive innovasjon og nytenking, kan man ikke lenger fortsette med mannlig dominans på verken produktutvikling eller innovasjon. Man kan heller ikke fortsette å bare ha like mennesker, hvor de fleste har samme utdanning, de samme egenskapene og de samme erfaringene. Det er tvert imot et hinder i innovasjon. IBM gikk så langt som å si at grunnen til at de mistet fart og inntekt på 80-tallet var fordi de ikke hadde kvinner i en eneste sentral rolle i selskapet. Og de blir støttet av flere; rapporter fra både McKinsey og World Economic Forum viste at mangfold (både kjønn og etnisitet) økte dramatisk både innovasjon, brandverdi og inntjening.

Mangfold er en viktig vei til nyskapning og nytenking, og selskaper og organisasjoner er nødt til å ta grep for å øke mangfoldet i næringslivet. Og det er ganske lett å starte arbeidet – det er bare å gjøre det. Det er samtidig viktig å være klar over, og identifisere ubevisst diskriminering og handlinger, slik at dette ikke står i veien. Forskning og erfaring viser at selskaper som bruker kjønnsnøytrale vurderingstester i ansettelsesprosessen, og kjønnsnøytrale algoritmer i ansettelsesprosesser, ansetter flere kvinner. Selskaper som har et bevisst forhold til språkbruk og bildebruk i jobbannonser får større mangfold i søkerbunken. Og selskaper som kun ser på CV’ens innhold og ikke navn, velger flere kvinner til intervjuer. Det berømte tiltaket amerikanske filharmoniske orkestre tok i bruk på slutten av 70-tallet, (søkerne på audition spilte bak en gardin, slik at ingen kunne se hvem som spilte) økte kvinnelige filharmonikere fra 5% til 40% i løpet av to år.

I august 2015 ble kampanjen #HunSpanderer lansert, og satte fokus på ubevisst diskriminering og kjønnsstereotyper i samfunnet. Kampanjen nådde over 1 million brukere på sosiale medier og har siden fått internasjonal oppmerksomhet. Så viktig var initiativet at grunnleggeren, Marie Louise Sunde, og Isabelle Ringnes, talte i FN’s hovedkontor under UN Women i mars. Den 22. august i år lanseres #HunSpanderer for andre gang, og i år retter kampanjen fokus på den ubevisste diskrimineringen som blir gjort mellom menn og kvinner i næringslivet. Nå lanseres kampanjen i flere andre land, med emneknaggen #ItsHerTreat. Det er fritt frem for alle å være med på kampanjen og å skape oppmerksomhet om teamet i egen organisasjon.

Menn og kvinner styrker og komplimenterer hverandre, og mangfold gir økt innovasjon. I selskaper hvor kvinneandelen er høy, trives menn bedre enn i selskaper hvor kvinneandelen er lav (TNS Gallup for Oda). I selskaper med høyere kvinneandel en bransjegjennomsnittet, tjener selskapene 15% mer enn gjennomsnittet. (McKinsey – Diversity matters). Vi kvinner og menn som jobber for økt kvinneandel i IT-bransjen, og økt jenteandel på STEM fag, ønsker ikke at menn og gutter skal være utelatt – vi ønsker at kvinner og menn skal ha samme muligheter. Like privilegier fremmer samfunnet, innovasjon, fremtiden og oss alle.

Det er bare å sette i gang – konkrete tiltak virker.


Aktuelle linker:

#HunSpanderer: Blant årets ambassadører er Rune Bjerke, Gro Harlem Brundtland, Solveig Horne, Monica Mæland og Rolv Erik Ryssdal m.fl.
Women in the workplace:
World Economic Form report:
Women matters:

Fra fagperson til leder

Det er stadig noen som får lederansvar for første gang. Mange tror at det bare er å “bli leder” – at det å skulle ha ansvaret for en hel avdeling eller et team, ikke er noe som trenger noe særlig med ekstra kompetanse eller kunnskap. Jeg mener de tar feil, fordi personalansvar er et stort ansvar, som man absolutt ikke skal ta lett på. Ikke bare krever det en god del basiskunnskaper når man skal være leder, men det krever også at du selv ikke ønsker å være midtpunktet, men at du løfter andre opp og frem. Din tid som stjerne er over, og nå er det dine ansatte som gjelder. Mange selskaper bruker denne tradisjonelle strategien: du som er den flinkeste selgeren/konsulenten/etc vi har, og som har oppnådd gode resultater i mange år, du er sikkert en god leder. Så vær så god; her er lederansvar for hele avdelingen. Gratulerer, du er nå salgssjef. BIG mistake. Flinke selgere/konsulenter/etc er ikke automatisk flinke ledere. De kan være det, men som regel ikke. For det å være en individualist er ikke det samme som å være en teamplayer. Se denne TED talken av Margaret Heffernan, ang “superchickens”.

Og det er en grunn til at ledelse er et fag. At det har blitt studert helt siden slutten av 1800-tallet da HRM først ble innført i store amerikanske selskaper. Selskapenes ledelse innså den gangen at dersom man skulle få folk til å bli værene i selskapet og bli lojale, måtte man bry seg om sine ansatte. Turnover var den store kjepphesten og kostet selskapene altfor mye penger. Ironisk nok er også turnover den dag i dag et stort problem, og like kostbart, selv om negativ turnover har blitt kraftig redusert etter at HRM har blitt stadig viktigere i selskaper flest. Gjennom HR faget har behovet for kompetente ledere blitt stadig viktigere og de selskapene som forstår viktigheten av dette, sørger for at ledere i alle nivåer får den nødvendige opplæringen som trengs for å kunne påvirke sine ansatte i positiv forstand.

Da jeg gikk fra å være en fagekspert til leder for mange år siden, ble jeg spurt om å holde ledelsesforedrag for andre organisasjoner, og jeg delte mine erfaringer som ny leder for at andre kunne lære av mine erfaringer og betraktninger. Det er flere tilbydere av lederopplæringer og lederkurs i dag – og det er en svært god investering for nye ledere. Jeg har vært så heldig å “vokse opp” som leder i Microsoft, og har helt fra starten blitt sendt på lederutviklingskurs og opplæringer. Jeg har lært enormt mye som jeg i dag benytter meg av både bevisst og ubevisst. Og det er stadig mer å lære.

Her er mine viktigste tips til nye ledere, i tillegg til at du må delta på en basis lederopplæring:

  1. Uten Integritet kommer du ikke langt. Folk må kunne stole på deg og det du sier, og du må ikke prøve å holde tilbake informasjon eller prøve å “lure” dine ansatte på noen som helst måte
  2. Ha Empati og forstå at dine ansatte ikke er som deg. De liker ikke de samme tingene og de blir heller ikke nødvendigvis motivert på samme måte som deg. På seg selv kjenner man ikke andre
  3. Vær åpen og ærlig til enhver tid. Inkluder dine ansatte i dine tanker om driften og veien videre. Ditt team er ditt lag – behandle dem deretter
  4. Skap team-samhold. Jo bedre dere lærer hverandre å kjenne, jo bedre vil dere kunne jobbe sammen. Også her er Margaret Heffernan sin TED talk aktuell, i tillegg til boken FISH.
  5. Du som leder må definere din rolle – hva er din rolle i selskapet/teamet, i forhold til resten av din ledergruppe eller ditt team. Ikke fly i beina på folk og ikke micro-manager. Du har din jobb, og resten av selskapet eller teamet har sin. La folk få ta ansvar og oppleve autonomi og mestring
  6. Kjenn dine egne styrker og svakheter. Hva er du god på og hva er du ikke så god på. Jeg har alltid ansatt mennesker i mine team som er bedre enn meg, smartere enn meg, flinkere enn meg, og som elsker å gjøre det jeg hater å gjøre. Det er en klar vinn/vinn.

I følge Kouzes and Posner, er de topp fire kjennetegnene for en god leder (Characteristics of an Admired Leader): Ærlig, Fremtidsrettet, Kompetent og Inspirerende.

Er du det?


Noen aktører som tilbyr lederkurs:

SmartEndring: Smart ledelse i den nye arbeidshverdagen

Dale Carnegie: Kommunikasjon og Lederskap

RightonConsulting – hverdagsledelse:

Power2team har kurs for både nye og erfarne ledere:

Confex en rekke kurs rettet mot ledere:

Uinspirerende ledelse gir store ringvirkninger

Det skjer ganske ofte at jeg får dårlig service når jeg er ute og handler. De ansatte i butikkene virker misfornøyde med jobben, er sure og grinete, og oppgitte når jeg spør om hjelp. Det var en del kronikker i Aftenposten for en stund tilbake, om unge arbeidstakere som synes kundene var ufyselige og at de ble sett ned på av kunden. Men slik det er for meg, er at dersom jeg blir møtt med en sur og misfornøyd ansatt, så blir jeg også sur selv. Og når jeg blir møtt med blide og hyggelige ansatte, så blir jeg veldig glad, og noen ganger fører det til og med til at jeg handler mer.

Min påstand er uansett at dette er et ledelsesproblem. Alle ansatte ønsker i å bli anerkjent og sett. Alle ansatte ønsker å få en retning og et mål de skal jobbet mot. Jeg har selv jobbet i butikk, på H&M i Bogstadveien, med to forskjellige ledere som hadde to vidt forskjellige ledelsesfilosofier. Heldigvis hadde jeg den første lederen bare noen få måneder, og etterpå kom verdens beste butikkleder inn; Kirsten Caspersen. Hun motiverte, ledet, skapte entusiasme, ga ansvar, så potensialet i folk, jobbet side om side med oss, involverte oss i sine tanker og ideer, og lederjobben, og gjorde det gøy å jobbe i butikk. Det hjalp at hun var god til å ansette og finne flinke folk. Og dermed var vi en gjeng som trivdes sammen på jobb og hadde det moro mens vi jobbet. Trivsel på arbeidsplassen, involvering og tydeliggjøring for de ansatte gjenspeilet seg selvsagt i kundene, og driften, og i løpet av ett år hadde vi doblet omsetningen. Kundene ga oss positiv feedback, og det gjorde oss enda mer motiverte. Og vi solgte enda mer.

De aller fleste ansatte ønsker å:

  • Gjøre ting som gir mening
  • Være en del av noe større
  • Kunne lære, og utvikle seg
  • Kunne påvirke
  • Gjøre en forskjell
  • Oppleve autonomi

Dersom de ansatte i en bedrift, enten det er en butikk eller annen type virksomhet opplever at ledelsen ikke er tydelige, vet ikke de ansatte hva som gjelder og de gjør det som krever minst jobb. Hvis ledelsen gir blaffen, så gir de ansatte blaffen. Når de ansatte ser at ledelsen genuint ønsker at alle skal trives i jobben og at kundene skal bli fornøyde, så blir de selv inspirerte til å gjøre sin aller beste innsats. Dersom ledelsen har vært, og er, tydelige på mål og formål og hva som er høyeste prioritet, så vet de ansatte dette og de jobber mot samme målet.  Ikke bare gjenspeiles ledelsens filosofi i sine ansatte, de gjenspeiles også i kundene. God ledelse = fornøyde ansatte = fornøyde kunder. Som det heter i ordtaket: “take care of the inside, and the inside will take care of the outside”.

De ansatte trenger både informasjon og oppmerksomhet. Får de dette, vil de blomstre, og det vil også resultatene i bedriten. Det er ikke vanskeligere en det.