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Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)
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Björn Edlund - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? (Edelman Trust Barometer 2013)

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Björn Edlund (Chairman Edelman EMEA) - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? Breakout session på Edelman Trust Barometer 2013 på Berghs School of …

Björn Edlund (Chairman Edelman EMEA) - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? Breakout session på Edelman Trust Barometer 2013 på Berghs School of Communication i Stockholm

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  • 1. Swedish leadership styleBjörn Edlund
  • 2.  1992-1996 Sandoz, Basel Head of corporate communications; repositioned Sandoz as Life Sciences company; IPO of chemicals divisions (Clariant); created global communications network: merger with Ciba Geigy to Novartis  1996-1998 Edlund Consulting, Basel Communications and strategy alignment;Teacher 1975-1977 Novartis crisis management systems: clients Novartis, Schering, Philip Morris Eastern Europe, ABB; biotech referendum issue mgt forForeign correspondent CH pharmaceutical industry association 1977-1989  1998-2005 ABB, Zurich 1977-1983 United Press Head of corporate communications Built new team, led crisis and turnaround International (Nordic comms; led re-branding, introduced three new Correspondent; News Editor CEOS; also led global sustainability affairs from April 2005 Germany; Bureau Manager Spain)  2005-2010 Shell, The Hague Lebanon, Moscow Olympics, Poland, pope visits, 1982 World Soccer Cup, North Africa, Head of corporate communications politics, current events, Spain’s transition to Built new team, re-organized function. democracy Led creation of new brand and reputation strategy. Handled CEO transition. 1983-1989 Reuters Business communicator  From 2010 Edlund (Chief Correspondent, from 1989 Consulting, Maisprach Mexico; News Editor Strategic brand and reputation management Public affairs and CSR counsel Latin America &  1989-1992 The Rowland Issues handling, profiling, stakeholder Caribbean; Chief Company, Zurich management advice. Global crisis management system for Correspondent Germany) Sandoz; internal comms consulting; • From Oct 2011 Central America wars, Haiti, Mexico pharmaceutical marketing programs, earthquake, Latin America politics, LA and communications advice various clients • Chairman EMEA, Edelman Seoul Olympics, 1986 World Soccer Cup, • Non-exec, part-time role pope visits, Iran, EU, NATO
  • 3. “My” LeadersSandoz/Novartis, ABB, Shell
  • 4. The way we were PYRAMID OF CEO INFLUENCE GOVERNMENT “As the circle of those who decide is OFFICIALS narrowed, as the means of decision are centralized and the consequences of BOARD OF DIRECTORS decision become enormous, ACADEMICS the course of great events often rests upon the decisions of determinable TECHNICAL EXPERTS circles.” ELITE MEDIA - C. Wright Mills, 1956 G E N E R A L P O P U L AT I O N VERTICAL FLOW & CONTROLLED INFORMATION4
  • 5. Leadership and decision-making
  • 6. Swedish management style • Define big picture goals • Set direction • Align support
  • 7. Nordic Super model: The EconomistIf in doubt, innovate Innovate, even in basic industries Mix passion for the new with the long term Consensus-based management approach A passion for replacing labor with machines“Expanding abroad is how we save jobs at home,” says Sandvik.
  • 8. Nordics at top of the class Sweden 1/4, 2/13, 3/2, 4/4, 5/10, 6/3 Denmark 1/12, 2/5, 3/7, 4/1, 5/16, 7/2 Finland 1/3, 2/11, 3/4, 4/1, 5/22, 6/7 Norway 1/15, 2/6, 3/14, 4/7, 5/1, 6/1Composite ranking:1. Global competitiveness, 2. Ease of doing business, 3. Global,innovation, 4. Non-corruption index, 5. Human development,6. Prosperity The Economist 2 Feb 2013
  • 9. Leadership – my10 key ingredients1. Operate with complete integrity. Keep your word, and do the right thing - even if you are the only one who knows you are doing it.2. Become an expert in your field. “Expert power” provides one of the major sources of authority because people follow those who “know their stuff.”3. Tell people what you expect. Use clear language to describe goals, values and expected behaviors. Develop a plan, and act on it. Listen for feedback that may signal the need for a change in tactics, or even in strategy.
  • 10. Leadership – my 10 key ingredients4. Mean it when you commit. Youll inspire people if you show them you accept the risks that commitment brings. You do that by sticking to your path in adversity and solving problems that seem impossible to others.5. Expect the best. Maintain a self-confident vision of what you want - success - not a negative view of what you dont want - possible failure. Positive thinking has power, but only if you fuel it with enthusiasm.
  • 11. Leadership – 10 key ingredients6. Care for those you lead. Put their needs at the top of your priority list. If things go wrong, “take” two things - charge and responsibility. And when things go right, share two things - the recognition and the rewards.7. Put others first. Think of those you lead before yourself. Celebrate their success by giving them as much credit as possible. And share their pain even if it is inconvenient, difficult or costly in time, money or other resources.8. Do what the word “lead” implies - get out in front. If youre not willing to do what you ask your people to do, dont ask them to do it.
  • 12. Leadership – my 10 key ingredients9. Play to your own strengths. Learn how to compensate your weaknesses. Let your team members understand how you rely on them, and why. Don’t assume you know everything, or that you are always right.10. Keep a sense of perspective. Strive for broad-based solutions. Take the time to resolve differences. No one gains if you leave only wreckage in your path.
  • 13. Successful senior managers Competence  Good general leadership skills  Good promoters of Ambition operational efficiency  Good enablers of work-life Integrity balance for their employees Source Vinnova, 2008, Par Isaksson
  • 14. Modern, enlightened management approachI believe that we need to redesign our businesses so they embody what I like to call “Connected Capitalism” – a new model of how businesses must engage with society across four platforms – communities, institutions, social challenges and values. Neville Isdell, Chairman of the Board, The Coca-Cola Company Council on Foreign Relations, March 6, 2009
  • 15. Swedish management style  Meritocratic, autonomous and anti-hierarchical  Biased for the team approach  Reluctant to glorify star performers  Non-confrontational, conflict-avoiding  Action-oriented Source Vinnova, 2008, Par Isaksson
  • 16. Culture Hispanic America, Ar, Mx Multi- Br, Chi Active It, Po, Sp, Gr, Ma, Cy Sub-S Africa, Arab countries Rus, Slovakia Saudi Arabia, Arab countries Fra, Pol, Lith Iran, Turkey Belgium India L-a: cool- factual decisive planners Australia, DK, Ire Indonesia, Malaysia, Phi M-a – warm, emotional loquacious, impulsive Austria, Cz R, NL R: - courteous, amiable NO, SLv Korea, Thailand accommodating, compromise, good USA listeners China Linear- VietnamD, CH, FL Reactive Active UK Sweden Finland Canada Singapore Taiwan Japan Latvia Estonia Hong Kong* The Lewis model: Richard Lewis “When Cultures Collide”
  • 17. British Language of Management humor casual orders . . muddling through humor small talk small talkFrom Richard Lewis “When Cultures Collide”
  • 18. German Language of Management . . . . 1 2 3 4 5 6 Close definition of tasks obedience supervisionFrom Richard Lewis “When Cultures Collide”
  • 19. American Language of Management objectives . A B C . . speed in A B C execution pumping up employeeFrom Richard Lewis “When Cultures Collide”
  • 20. Swedish Language of Management context cross-team chats . . delivery pep talk pep talk big picture feeling temperature
  • 21. Culture and Leadership – Examples Swedish Germany France Asia Casual leadership Hierarchy, consensus Autocratic USStructured individualism Consensus rule
  • 22. Make Sure We Prepare Tomorrow’s CEOs The higher leaders rise in a corporation the more complex and volatile will be the stakeholder mix facing them Is your company preparing leaders for this and giving them chances to learn as they move up the career ladder? Inclusive leadership
  • 23. TRUST BUILDING ATTRIBUTES – LARGE GAP IN Expectation VS. PERFORMANCE Business importance vs. COMPANY performance – global Gap Importance -22 Performance -32 -37 -36 -33 -30 -33 -31 -27 -23 -24 -11 -15 -16 -10 -18 Q80-Q96. [TRACKING] How important is each of the following actions to building your TRUST in a company? Use a nine-point scale where one means that action is “not at all23 important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Very/ Extremely Important) General Population in 26-country global total (excludes ‘Don’t Know’ responses Q114-Q129. Please rate [INSERT COMPANY] on how well you think they are performing on each of the following attributes. Use a nine-point scale where one means they are performing “extremely poorly” and nine means they are performing “extremely well”. (Top 2 Box, Performing Very/ Extremely Well) General Population in 26-country global total
  • 24. Canada, Germany, Sweden headquartered companies most trusted – emergingmarkets still lagMOST TRUSTED NATIONAL IDENTITY FOR COMPANIES – GLOBAL Q26-Q42. [TRACKING] Now we would like to focus on global companies headquartered in specific countries. Please indicate how much you trust global companies 24 headquartered in the following countries to do what is right. Use the same 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) Informed Publics Ages 25-64 in 26-country global total
  • 25. Are we ready?Pluses and minuses of Swedish leadership style Swedish senior managers focus on big picture goals, set direction and align support This approach can lead to problems with handling conflicts In international setting, Swedish managers must be more direct and clear Swedish management style leads to good change- orientation in flat organization Source Vinnova, 2008, Par Isaksson
  • 26. THE NEW DYNAMIC: The diamond of influence CEOPYRAMID OF GOVERNMENT OFFICIALS FROM 2000 TO 2013AUTHORITY FEW MANY BOARD OF (Vertical) DIRECTORS ACADEMICS DICTATE CO-CREATE TECHNICAL FIXED FLEXIBLE EXPERTS ELITE MEDIA MONOLOGUE DIALOGUE CONTROL EMPOWERMENT G E N E R A L P O P U L AT I O N EMPLOYEES ACTION CONSUMERS SOCIAL ACTIVIST S PYRAMID OF COMMUNITY26 (Horizontal)
  • 27. PYRAMID OFAUTHORITY CEO INCLUSIVE management (Vertical) GOVERNMENT OFFICIALS BOARD OF DIRECTORS ACADEMICS TECHNICAL EXPERTS ELITE MEDIA G E N E R A L P O P U L AT I O N EMPLOYEES ACTION CONSUMERS SOCIAL ACTIVIST S PYRAMID OF COMMUNITY (Horizontal)27
  • 28. New realitiesLEADERSHIP THROUGH requires new behaviorsPUBLIC ENGAGEMENT UNDERSTAND that everyone can be an activist now LISTEN to regular people PARTICIPATE in the always-DESIRED OUTCOMES: on conversation CREATE and co-create INCREASED TRUST shareable content BUILD narratives to navigate DEEPER COMMUNITIES the new media world PRACTICE genuine transparency BEHAVIORAL CHANGE RECOGNIZE that good business needs profit + purpose +COMMERCIAL SUCCESS engagement

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