An other interesting article with reference to the slogan above and my message in ”Det du vill men inte vågar”

Tim Brown CEO at IDE

We don’t have many rules at IDEO, but we do have some cultural values that we take seriously because we feel they make our teams more effective. We prototyped these values for a couple decades before we set them in print. One of them is to Make Others Successful. This might not seem like an obvious value for a group of creative types. After all, we often think of creativity as a competitive sport. The person who racks up the most ideas most often is the most valuable player. Unfortunately, not all MVPs are team players.

At IDEO, we’ve found that people who are obsessed with their own ideas aren’t very good at collaborating with others. And if you’re trying to solve complex problems—which we’re often asked to do—you need multiple minds working together to arrive at the best solutions.

Helping others to be successful benefits you, too. Even the most brilliant person occasionally gets “stuck.” In a culture that values the lone genius, where politics and rivalries rule, no one is motivated to help that person get “unstuck.” Projects stall and good ideas languish. In an ecosystem where helping others is the norm, however, everyone benefits. When you need it, help is only an email away.

During job interviews, l listen for a couple things. When people repeatedly say “I,” not “we,” when recounting their accomplishments, I get suspicious. But if they’re generous with giving credit and talk about how someone else was instrumental in their progress, I know that they give help as well as receive it. It’s also a good sign if they’ve spent time teaching. Nothing proves one’s commitment to making others successful like taking a group of students under your wing. To me, teachers are the real MVPs.

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• Leadership & Management

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Tim Brown

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An interesting article by Jack Welch and Suzy Welch with reference to the slogan above and my message in  ”Det du vill men inte vågar”.

Jack Welch,  Jack Welch Management Institute at Strayer University

Too often, people who are promoted to their first leadership position miss the point. And that failure probably trips up careers more than any other reason.
Being a leader changes everything. Before you are a leader, success is all about you. It’s about your performance. Your contributions. It’s about raising your hand, getting called on, and delivering the right answer.

When you become a leader, success is all about growing others. It’s about making the people who work for you smarter, bigger, and bolder. Nothing you do anymore as an individual matters except how you nurture and support your team and help its members increase their self-confidence. Yes, you will get your share of attention from up above—but only inasmuch as your team wins. Put another way: Your success as a leader will come not from what you do but from the reflected glory of your team.

Now, that’s a big transition—and no question, it’s hard. Being a leader basically requires a whole new mindset. You’re no longer constantly thinking “How can I stand out?” but “How can I help my people do their jobs better?” Sometimes that requires undoing a couple of decades of momentum. After all, you probably spent your entire life, starting in grade school and continuing through your last job, as a contributor who excels at “raising your hand.” But the good news is that you’ve been promoted because someone above you believes you have the stuff to make the leap from star player to successful coach.

What does that leap actually involve? First and foremost, you need to actively mentor your people. Exude positive energy about life and the work that you are doing together, show optimism about the future, and care. Care passionately about each person’s progress. Give your people feedback—not just at yearend and midyear performance reviews but after meetings, presentations, or visits to clients. Make every significant event a teaching moment. Discuss what you like about what they are doing and ways that they can improve. Your energy will energize those around you.

And there’s no need for sugarcoating. Use total candor, which happens, incidentally, to be one of the defining characteristics of effective leaders.

Through it all, never forget—you’re a leader now. It’s not about you anymore. It’s about them.
Jack Welch is Founder and Distinguished Professor at the Jack Welch Management Institute at Strayer University. Through its executive education and Welch Way management training programs, the Jack Welch Management Institute provides students and organizations with the proven methodologies, immediately actionable practices, and respected credentials needed to win in the most demanding global business environments.

Suzy Welch is a best-selling author, popular television commentator, and noted business journalist. Her New York Times bestselling book, 10-10-10: A Life Transforming Idea, presents a powerful decision-making strategy for success at work and in parenting, love and friendship. Together with her husband Jack Welch, Suzy is also co-author of the #1 international bestseller Winning, and its companion volume, Winning: The Answers. Since 2005, they have written business columns for several publications, including Business Week magazine, Thomson Reuters digital platforms, Fortune magazine, and the New York Times syndicate.

A version of this column originally appeared in BusinessWeek Magazine.

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SeekingNeuroscience is indicating that we get our biggest thrill from the opportunity to pursue the fruits of the world, and the act of seeking the fruits is far more appealing than consuming the fruits we find. Research indicates that we have a “seeking” emotional system, and we get the most pleasure from activating this system. This discovery can provide some valuable insight for motivating teams.
Link to the article.
Enjoy the article
Tõive Kivikas

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Hej Töive,  det var en intressant läsning utifrån flera perspektiv.

Det ger många tankar kring relationen styrelseordförande och VD och hur utmanande det måste ha varit med dessa ständiga skiften och att Töive orkade stå emot alla turerna där och behålla fokus och energi.

Det måste finnas en stark fighter! Jag förmodar att relationerna till medarbetare och att se dem växa som gav energin att fortsätta.

Töive´s ledarskapsstil tycker jag präglas mycket av ”sunt bondförnuft”, starka grundvärderingar som gav en enkelhet och tydlighet både för honom själv och omgivningen.

Det visar på vikten av tydlighet och ärlighet kring nuläget och en stark tilltro till en ”egen kunskap om vägen vidare” i en organisation som behöver komma fram. Töive var den katalysator som behövdes för att visa riktning, engagemang och tilltro till deras förmåga. Boken visar på vikten att blanda det ”hårda” med mål och struktur med det ”mjuka” ledarskap och relationskompetens. Den visar också på hur oerhört viktigt det är att skapa en positiv framtidstro (gillar russinen!).

Boken talar om rik och fattig företagskultur. En rik kultur skapar framgång om den är förankrad i vår omvärld och samhället i stort. För mig är det om vad vi idag benämner som ett ”hållbart företagande” som ett sätt att skapa lönsamhet och en stark företagskultur.

Jag funderar också mycket på vad som behöver hända i vårt samhälle för att ta oss vidare i rätt riktning. Hur viktigt det är med förebilder, var dessa finns idag och hur man själv på bästa sätt kan bidra till utvecklingen med kunskap, kompetens och värderingar för att peka på vägen framåt.

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Lisbeth Hedberg

Executive Search; Leadership Assessment; Change & Performance Management; Organization & Relationship Systems Coaching

Lisbeth Hedberg & Partners AB
Floragatan 13 / Armfeltsgatan 24
115 34 Stockholm, SWE

Cell         +46 70 523 2673
Skype      lisbeth.hedberg

E-mail      lisbeth@lhedberg.se

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