Mina tio budord

Passion, akrylmålning från 2015 av Anna-Karin Lingham

Med anledning av den liberala politikern Birgitta Ohlssons tio budord för duktiga flickor ur den färska boken Duktiga flickors revansch, fick jag denna fråga av min talarkollega, Ulrika Nybäck, Stockholm Creative Partner: Vilka budord har du för att nå dit du vill?

Efter en stunds eftertanke landade jag med dessa. 

Personligt ledarskap

Personligt varumärke, företagsvarumärke och personligt ledarskap - idag i form av en heldagsutbildning med ledare i modebutiker. Insikterna duggar tätt, även för mig som utbildare.

Utbildning för ledare i modebranschen

För dig som arbetar i en ledande roll inom mode: Den 6 och 13 november håller jag en ledarutbildning baserad på ditt personliga varumärke - ett samarbete med Modebutikerna. Välkommen!

Stärk ditt personliga ledarskap och varumärke

Om personligt ledarskap

Jag skrev en artikel om Personligt Ledarskap i Pharma Industry, läkemedelsbranschens tidning. Läs gärna sid 35 - 37 om du har en ledande roll i något sammanhang.

Stolt och glad!

Ikväll blev jag utsedd till Årets Mentor 2012 av Marknadsföreningen i Stockholm! Jag är glad, hedrad, stolt och lite tårögd. TACK, särskilt till P, min fina adept!

Eftersom jag tycker att Jantelagen gör mer skada än nytta, kommer här motiveringen:

"Årets Mentor är engagerad i årets Karriär- och mentorprogram. Hon kommer också att vara mentor under nästa program. Hon har en bakgrund som marknadschef för en rad tunga varumärken och arbetar idag med personliga varumärken. Hon är en efterfrågad föreläsare och mentor. I sin mentorsroll tar hon sig tid att lyssna och låta adepten styra samtalen. Hon ger kraft, mod och energi. Årets Mentor är i alla sammanhang mycket professionell. Hon tar sin uppgift på största allvar och är mycket uppskattad av sin adept. Årets Mentor 2012 är Anna-Karin Lingham!

Marknadsföreningen i Stockholm"

Tjoho! 

Gott ledarskap

Gott ledarskap måste handla om att få alla medarbetare att må bra, prestera på sin bästa nivå och samtidigt ha roligt. Då kommer det goda resultatet av bara farten.

Jag har kommit i kontakt med många olika typer av chefer. Dom bästa har skapat positiva arbetsförutsättningar som har utvecklat människor långt utöver det dom själva trodde var möjligt. Någon enstaka har varit manipulativ, intresserad av egen vinning och nedbrytande för omgivningen. Företagets resultat har varit en direkt följd av ledarstilen - tillsammans med vissa andra faktorer.

Det krävs gott självförtroende hos en ledare för att hålla en upplyftande ledarstil. Man behöver känna sig själv väl, ha koll på målsättningarna och förstå den enorma kraften i medarbetarnas välmående. Det behövs många såna ledare. Det goda ledarskapet behövs i såväl traditionella organisationer som i tillfälliga projekt och spontana grupper.

Här kommer det personliga varumärket in i bilden. Ju bättre koll på varumärket, desto större chans att vara en tydlig och inspirerande ledare som gör skillnad tillsammans med andra.

Två stora besked

Två stora besked samma dag. Steve Jobs. Tomas Tranströmer. Odödliga, båda två.

"Remembering that I´ll be dead soon is the most important tool I´ve ever encountered to help me make the big choices in life. Because almost everything - all external expectations, all pride, all fear of embarrassment or failure - these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart."  Steve Jobs

Och här i huset lever Tomas Tranströmer, som nyss har fått Nobelpriset i litteratur. Ingången är ockuperad av TV-kanaler, i trapporna står internationella reportrar och ringer in sina artiklar, blomsterbud försöker komma fram för att överlämna grattishälsningar från hela världen. Grattis Tomas Tranströmer! Ett bra val.

Guts and integrity

It takes guts and integrity to be a good leader. Guts to work with the company´s best interest in focus and still stand behind the co-workers and inspire them. Integrity to be trustworthy and consistent to people and projects, even when stressed and bruised.

It shouldn´t have to be so hard.

There are lots of good people out there - especially among the ones who haven´t choosen to take on ordinary leading roles. Maybe companies and organisations try to form their leading roles so boxy, that they are to tight for the good ones. The good ones lead their lives outside the ordinary companies with the boxy boxes.

I´d like to see some more creative companies, who strive to form new kinds of organisations. There should be enough space for the good ones to grow there themselves, to make others grow and to make the business grow. It shouldn´t have to be so hard. It just takes som guts and integrity from the existing leaders.

The role of a leader

I think that the role of leaders will change dramatically during the coming years. The bureaucratic organisations will turn into more project- and goaloriented groups, where the name of the leaders may vary depending on the topic.

There are many good leaders. There are many bad chiefs. People who work for bad chiefs do rarely achieve as much as they have the potential to. They are stopped by silly reasons.

Working in an environment where leaders change depending on the issue, or where leaders have a more human role than just being a businessowner, is far more effective than the contrary. And people with good competence will not be stopped by chiefs who have a position but less competence or the wrong attitude.

Go for a new kind of leadership, where people grow.

What is your trigger?

Different things give new energy to different people. What is your trigger? Challenges, people, praise, competition, outdoorlife, physical or mental challenges, music...? When you know what gives you energy and joy, you can look for those things and make sure that you get in touch with them more often. You can also let the people around you know about this, so that they can help you with your triggers as often as they can.

As a leader, it is good to know what makes each co-worker tick. In that way it will be easier for you to motivate them. Ask them or observe.

Social media - I am pro

Some companies welcome the growth of social media. They use it in branding, marketing and when it comes to building opinion. One of them is Otto Drakenberg, CEO of Carlsberg Sverige. He is blogging twice a week, mainly in order to build understanding and commitment among the employees. He can tell that the blog has had a positive effect on the company and its´growth.

Other companies are opposed to the use of social medias. They see it as a phenomenon which takes valuable time from the employees.

I believe that social medias are a perfect window to the world, as long as you choose the channels which suit your purpose. If the marketing mix has no social media in it - rethink! Your company will loose part of the target group and its´image will soon be a bit oldfashioned.

I am pro social media. However, I believe that one must use them with a specific goal and a great deal of respect when it comes to expressions and choice of channels. Build an image which is synchronized with your goals and your values. Use a language and pictures that you can stand for. If you handle social media right, it is a great resource.

Humour-training

Some of the top comedians in Sweden are starting a humour-training for CEOs. They believe that if you add just a little more humour in your communication, it will make a positive impact on the business and your businessrelations.

Humour is great. However, I appreciate personality, charm and good intentions more than just plain humour. Being able to create a great working environment is essential for the success of a company.

Learn from the geese

"If you ever happen to see (or hear about) geese heading south for the winter – flying along in “V” formation – you might consider what science has discovered about why they fly that way. As each bird flaps its wings, it creates uplift for the bird immediately following. By flying in “V” formation, the whole flock adds at least 71% greater flying range than if each bird flew by itself. Any goose that falls out of formation suddenly feels the drag and resistance of trying to go it alone and quickly gets back into position to take advantage of the lifting power of the bird in front.

When the lead goose gets tired, it rotates back in the set and another goose moves up to fly point. And the geese in the back honk to encourage those in front to keep up their speed. Finally, when a goose gets sick or is wounded and falls out of formation, two other geese fall out with that goose and follow it down to lend help and protection. They stay with the fallen teammate until it is able to fly or it dies. Only then do they launch out on their own – or with another formation – to catch back up with their group.

Like geese, people who share a common direction and sense of community, who take turns doing demanding jobs, and who watch out for one another, can get where they are going more quickly and easily because they are traveling on the thrust of their teammates. Geese are defined by how they stay connected with one another. Successful teams – and excellent leaders – are defined the same way. "

Lee J. Colan

Fulfilling expectations

He uses "we" instead of "I" when he speaks about challenges to deal with. That´s a part of good leadership.

All in all I´m quite impressed by Barack Obama and the image he has managed to develop together with his team of talented marketingpeople. They have built huge expectations. Now they need to fulfill them. For that, it takes a leader who involves people around himself in a positive way. He aims to share the challenges and he also aims to share the rewards. With good intentions, he will bring a positive change to the world. And since so many people are positive about this, some of the challenges will be taken care of by the overall positive attitude and the upgoing spiral.

svd.se

Intuition as a tool to trust

The consultant-agency Krauthammer made a survey among 445 europeans. The result showed that 64 % of employees trust their intuition often or very often in their jobs. Good.

Our intuition must be a result of the knowledge we have gained over time in different areas, combined with our values and views. Compared to simple facts the intuition gives a wider perspective, since it means that the facts also have been evaluated by ourselves.

The challenge is to prove that our intuition is worth trusting. There isn´t always concrete proof to show before making the decision. When managers and leaders are bold enough to trust the intuition of themselves and others, I believe that improvement and development will show faster. Lack of proof in all aspects will then not stop the pace of activities.

Let´s have the guts to combine plain facts with intuition in our judgements and decisions. It usually works for me - especially when the people around me are non-traditional in their own decisionmaking.