How you DO the talking #talkervs.doer & #theWHY

This was a question asked by a reader on a previous blog:

I would like to request a blog post on how you did your TALKING, in order to motivate people to be DOING as a leader. I know you have written about trust in "Trust is everything" (15th of September), but perhaps an article on how you DO the talking more specifically.

So here I go:

I believe in trust - on so many levels. If you trust someone, then you also want to confide in them, to share you thoughts and ideas, to discuss with them and to be completely honest. I guess this is not news to anyone who have experienced the opposite - either at home, at work or with friends. So a MUST is to establish some form of trust between you and the people you want to move in one direction or another. 

I think my very first and foremost action is spending enough time with people around me to have them trust me. That goes for everyone I meet. In a company, privately or even during a coaching session. I try to let people have a sense of who I am - and hopefully they will like what they hear, see and feel. I am also a strong believer in authenticity. I believe that people can FEEL if you are being true or not. In leadership I think this is crucial. So I speak from the heart, also when it is not popular, when I have made a mistake - and apologizes. 

In order to really address the question from the beginning, then this is the core. Of course it is easier said than done. But my core values are: respect for others, personal integrity, freedom, openness and honesty. Those values goes hand in hand with creating trust. And if people trust you, have a sense of who you are and feel your authenticity, then they also start to discuss with you. And the topics that really matter to them. Not just some bullshit management, hearsay or flip-flop talk. No they actually start sharing with you - and hopefully the colleagues what their biggest dreams, hopes, worries and very specific daily problems they are struggling with. When a large group of people begin to adapt that kind of behavior it spreads like you wouldn't believe. People WANT to trust each other. I guess they are just so used to management bullshit, hidden agendas and lack of personal involvement.

A trick - or rather a strategy - I use is a lot of meetings. Meetings with entire departments without their bosses present. Meetings with all the leaders across the organization. Morning meetings with all staff in the company. And lot's of blogging about not just WHAT we want to achieve, but WHY! I am such a sucker for Simon Sinek - and his very direct approach to address the WHY.

I do not know if I have answered the question that initiated the blog, but I hope that I have shed some light onto how I see this. The Talking vs. Doing. Basically: trust, authenticity, clear values, direction and heavy involvement. Try it out, you will be amazed what you can achieve.

What is failing? #nottrying #guts

Have you ever thought about what failing is? So many times in my life I have not been able to achieve the exact goals I have set out to reach.  I know that I am stubborn and hard-working, so I guess other people also experience failure. To me is important to do you best, to fight and not give up to easily. If you really, really try - and then fail, then it is easier to accept your failure.

I have experienced to fail in my job, in my sport and in my private life. Not one single time I found it easy to accept. But I have sure learned from my failures and mistakes. I would even go so far to say that it has made me the person I am today. I continue to fail in some of the things or activities I embark on, but now I am more aware of the possibility of failure without being to influenced by it. I think failure is a part of life itself - and as long as your MINDSET is positive, then you will learn from your failures.

Fear.......#change #fear

Fear of change is a very normal human reaction whether it has to do with your personal life or your professional life. I am also scared of change - especially when it is not myself deciding that things need to change. If it is not my own decision, then I expect the people or the person that needs me to change, to explain WHY og HOW the change should take place. If I do not truly accept the background or reason for change, then I will most likely challenge it. And this is where it gets interesting. Most people do not verbally express that they do not want to change, they may even nod their heads in a seemingly accepting way - but underneath the surface not embracing the change. Only a few percent of the population will stand up and verbally argue against the change, because they do not feel comfortable to share their concerns. They have fear of the consequences. This is especially true for organizations where your job is at stake.

I have become more and more aware of the ability to address change and changing behaviors in the OPEN. To be honest and patient about the need for explanation. The accept that ALL people have different acceptance curves for change, which most leaders know on the intellectual level, but do not internalize on the gut feeling level. Look at John Kotters 8 steps of change. Most people skip a step or two in order to achieve change quicker. My advice is: do not skip any steps. Accept that change is difficult, creates fear in most people and can be easily said, but more difficultly done.

What is your perspective on change?

Stay humble

Can you remember situations in your life that defines who you are? I have a few of those in mind. One situation is linked to being a young in-experience cross country coach for a bunch of kids in my local skiing club, NSP - back in 1980's. There was a fundamental respect among all the older skiers, the trainers and thus the influence on kids like myself. A few resourceful people made sure that respect for each other was a fundamental value in the club - and this has been shaping me ever since. To this day I think that respect for other people is so integrated in my approach to life, to my way of leading and to my surroundings. Another situation is linked to my time with Arctic Winter Games, where I had the privilege of working with more than 1000 volunteers. Working with volunteers over a period of almost two years gives a special insight into what tools you can use as a leader to inspire and motivate. I believe in extreme empowerment and involvement, which can only be successful if you communicate clearly and are able to delegate at a high level. Again I think that respect is intricate to success. The people around  you can FEEL you - and if there is mutual respect, then you can also MOVE people. To me being humble about the role you play as a leader is important. You are not more special than others - you only have a bigger responsibility. What are your thoughts on this?

Culture eats strategy for breakfast →

Recently I had the opportunity to talk to business leaders first in Denmark and then in Gibraltar. The topic was change management and how culture influences on the ability to implement strategy in a company. To the best of my knowledge culture in a company is the single most important factor in any transformation process. In my opinion you can not move a company through a huge transformation without both understanding the current culture in the company and the underlying dynamics in the organization. From what I have seen in a lot of other companies most Management does not take this serious enough, which incidentally can explain why a lot of strategies ends up not being implemented. 

I believe in teamwork, I believe in transparency, I believe in empowerment of the individual in an organization. And I sincerely believe a lot can be accomplished if you have an OPEN and DIRECT feedback culture in the company. If it is not there - then create it! Imagine what kind of energy that can be released if every individual have a strong sense of commitment, understanding of direction AND motivation to make a difference. THAT creates a strong culture.

I use simple tools to enhance group dynamics, which I will go into in another blog. It works and it creates engaged colleagues and commitment across organizational boundaries. Interested? Then write to me.