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ONKO MEILLÄ EVÄITÄINSPIROIVAAN JOHTAMISEENKenneth SöderholmOy Karl Fazer Ab                                  •BACK TO BASI...
Fazer-konserni lyhyesti•   Vuonna 1891 perustettu perheyritys•   Ruokailupalveluja, leipomo- ja makeistuotteita•   Toimint...
Fazer-konserni                                                                       Fazer-konserni:                      ...
HR Strategy Aim Grid   WHY                                                                               WHOM FOR• To supp...
The responsibility for Fazer for Future is ours                    Building the winning Fazer for future together!• Team s...
How to get them committed,engaged………this “MNEI”-generation    •    ME    •    NOW    •    EVERYTHING    •    IMMEDIATELY6 ...
10CC – THE FAMOUS ENGLISH ROCKGROUP FROM 70’s AND 80’s• One of their albums had the title ”Mirror Mirror” – The most cruci...
10 CC• 1. CLARITY    –To secure the implementation of the strategy by a     true dialogue.    –Clear goal setting ( SMART ...
In order to succeed you need:    1)             Anatomy             (structure, organisation…)    2)             Physiolog...
Esimiehen rooli strategiavaikuttajana                                                                  What’s in it for me...
10 CC• 2. COURAGE     –Authentic leader use both their heads and hearts     –Listening skills     –Self-confidence and sel...
The More Things Change, the More TheyStay the Same                                         Faster                         ...
10 CC     –3 . CONCRETE       o Ability to give the concrete picture of the vision/goal to        be reached       o Abili...
10 CC• 4. COMMUNICATIVE• Do not underestimate how much and how often you  communicate• Remember that you have two ears and...
Howard Gardner’s 7 Intelligences 1.     Logical/Mathematical 2.     Verbal/Linguistic 3.     Spatial/Visual 4.     Musical...
Howard Gardner’s 7 Intelligences1.   Logical/Mathematical2.   Verbal/Linguistic3.   Spatial/Visual4.   Musical5.   Bodily/...
10 CC• 5. COHERENT     –Remember that fair treatment is crucial     –Performance is the most important criteria in interna...
CEO’S BALANCING ACT                                      C                                   customer                     ...
THE “T” in Trustworthy Leadership                               LEADERSHIP…AND IT HAPPENS SO OFTEN: A good leader of one f...
10 CC•        6. CARING         – The best way to promote wellbeing is to take care of the           development of your t...
10 CC•        7. COMPETENCE         –Remember that competence is much more than          knowledge and skills, it is also ...
10 CC• 8. CHANGE     – Proactive people are the agents of change – they do not choose to be       victims, to be reactive ...
10 CC• 9. CHALLENGE     –Remember that a certain amount of stress is positive     –The next generation likes challenges – ...
THE ”CHALLENGE AREA”         AREA OF PANIC             Too many challenges             Not enough control             Too ...
10 CC• 10. COACH     –Remember that by far the most effective way to      develop your people is by coaching them     –Coa...
HERTZBERG MOTIVATION-HYGIEN THEORY                HYGIEN FACTORS MOTIVATION FACTORS              Lead to: - job unsatisfac...
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Onko meillä eväitä inspiroivaan johtamiseen?

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Kenneth Söderholm: Onko meillä eväitä inspiroivaan johtamiseen?

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Onko meillä eväitä inspiroivaan johtamiseen?

  1. 1. ONKO MEILLÄ EVÄITÄINSPIROIVAAN JOHTAMISEENKenneth SöderholmOy Karl Fazer Ab •BACK TO BASICS 2011- Miksi engagement •Ateneum 6.4.20111 Kenneth Söderholm 11.4.2011
  2. 2. Fazer-konserni lyhyesti• Vuonna 1891 perustettu perheyritys• Ruokailupalveluja, leipomo- ja makeistuotteita• Toimintaa kahdeksassa maassa• Liikevaihto vuonna 2010 yli 1,5 Mrd €• 50 % liikevaihdosta Suomen ulkopuolelta• Henkilöstöä on noin 16 5002 Kenneth Söderholm 11.4.2011
  3. 3. Fazer-konserni Fazer-konserni: Oy Karl Fazer Ab liikevaihto 1513 M€ henkilöstö noin 16 500 Fazer Food Services Fazer Leipomot & Makeiset • Pohjoismaiden ja Baltian johtava • Suomen johtava leipomo- ja ruokailupalveluyritys makeisalan yritys, yksi johtavista yrityksistä Itämeren alueella ja • Lähes 1 400 ravintolaa Venäjällä Suomessa, Ruotsissa, Norjassa • 21 leipomoa Suomessa, Tanskassa, Virossa, Latviassa ja Ruotsissa, Virossa, Latviassa, Venäjällä Liettuassa ja Venäjällä • Noin 360 000 ateriaa päivittäin • Makeistehtaat sijaitsevat Suomessa: Vantaalla, • Liikevaihto 575 M€ (2010) Lappeenrannassa ja Karkkilassa • Henkilöstö 7 500 • Liikevaihto 938 M€ (2010) • Henkilöstö 9 2003 Kenneth Söderholm 11.4.2011
  4. 4. HR Strategy Aim Grid WHY WHOM FOR• To support the group vision to grow in all our • GROUP, BA & BU MANAGERS businesses and be the most attractive • EMPLOYEES & POTENTIAL EMPLOYEES employer. • COMMUNITY• To ensure 2 focus areas of the strategy: excellent competencies & sufficient resources, strong leadership skills. WHEN 01/01/2013 CRITERIA RESULT • Common HR strategy, policies & guidelines • Resource Mgt:High performance and development • Employee turnover • Management review process KPIsdriven organization with the culture • Competence & Performance Mgt: • Leadership index.characterized by continuous renewal • Strategic competencies • Reward Mgt:and high employee engagement •Salary cost and competitiveness. • Wellbeing: 4 Kenneth Söderholm 11.4.2011 •Employee satisfaction • Absenteeism rate
  5. 5. The responsibility for Fazer for Future is ours Building the winning Fazer for future together!• Team spirit • Leadership• Create a winning spirit • Commitment• Understand the big picture – “Play to win” and passion to succeed – Commit to common goals • Competence• Clear roles and responsibilities• Trust and respect each other – Staying ahead of your competitor• Agreed decision making process • Team player• Communicate – We are more than Me• Listen, discuss, ask for help • Execution• Learn from mistakes – Implementation and execution is• Be agile and adapt to different situations key Values and ethical principles The Fazer Way5 Kenneth Söderholm 11.4.2011
  6. 6. How to get them committed,engaged………this “MNEI”-generation • ME • NOW • EVERYTHING • IMMEDIATELY6 Kenneth Söderholm 11.4.2011
  7. 7. 10CC – THE FAMOUS ENGLISH ROCKGROUP FROM 70’s AND 80’s• One of their albums had the title ”Mirror Mirror” – The most crucial thing for the leaders of today – The 10 C’s supporting most important CC’s o 1. Clarity o 2. Courage o 3. Concrete o 4. Communicative o 5. Coherent o 6. Caring o 7. Competent o 8. Change o 9. Challenge o 10.Coach o CUSTOMER o CONSUMER7 Kenneth Söderholm 11.4.2011
  8. 8. 10 CC• 1. CLARITY –To secure the implementation of the strategy by a true dialogue. –Clear goal setting ( SMART ) –Fair rewarding8 Kenneth Söderholm 11.4.2011
  9. 9. In order to succeed you need: 1) Anatomy (structure, organisation…) 2) Physiology (decision process, information channels …) 3) Psychology (”mgt mindset, global view…) and these should be implemented in right sequence - and that is : 3 2 19 Kenneth Söderholm 11.4.2011
  10. 10. Esimiehen rooli strategiavaikuttajana What’s in it for me! BU BU BU BU Group strategyBU s s s s s t t t t t r BA strategy r r r r a a a a a t t t t t Function strategies / Finance, IT, Mark etc. e e e e e g g g g g y y y y y10 Kenneth Söderholm 11.4.2011
  11. 11. 10 CC• 2. COURAGE –Authentic leader use both their heads and hearts –Listening skills –Self-confidence and self-discipline even in tough situations –Ability to make decisions11 Kenneth Söderholm 11.4.2011
  12. 12. The More Things Change, the More TheyStay the Same Faster Better Cheaper 12 Kenneth Söderholm 11.4.2011
  13. 13. 10 CC –3 . CONCRETE o Ability to give the concrete picture of the vision/goal to be reached o Ability to break the overall vision to inspirational clear goals o Agree on concrete steps to reach the goals13 Presenters Name Surname 11.4.2011
  14. 14. 10 CC• 4. COMMUNICATIVE• Do not underestimate how much and how often you communicate• Remember that you have two ears and one mouth – use them also in the same proportion• Express the ”win to play” attitude in your communication• Be solution-oriented, not problem-oriented14 Presenters Name Surname 11.4.2011
  15. 15. Howard Gardner’s 7 Intelligences 1. Logical/Mathematical 2. Verbal/Linguistic 3. Spatial/Visual 4. Musical 5. Bodily/Kinesthetic 6. Interpersonal 7. Intrapersonal15 Kenneth Söderholm 11.4.2011
  16. 16. Howard Gardner’s 7 Intelligences1. Logical/Mathematical2. Verbal/Linguistic3. Spatial/Visual4. Musical5. Bodily/Kinesthetic Empathy6. Interpersonal Managing relationships7. Intrapersonal Self-awareness Self-management Self-motivation16 Kenneth Söderholm 11.4.2011
  17. 17. 10 CC• 5. COHERENT –Remember that fair treatment is crucial –Performance is the most important criteria in internal promotion and recruitment –Remember ”walk the talk” –Ability to make decisions17 Presenters Name Surname 11.4.2011
  18. 18. CEO’S BALANCING ACT C customer S E Supplier Employee O18 Kenneth Söderholm 11.4.2011 Owner
  19. 19. THE “T” in Trustworthy Leadership LEADERSHIP…AND IT HAPPENS SO OFTEN: A good leader of one function cannot lead all functions 19 Kenneth Söderholm 11.4.2011
  20. 20. 10 CC• 6. CARING – The best way to promote wellbeing is to take care of the development of your team members – because ”employability” is the key world in today’s turbulent world – Everybody wants to know the goals for coming 12 months, but they also want to know what they should develop in 3-5 years perspective – Presence and empathy are the key to successful leadership – Remember that during redundancies it is very important to take care of the wellbeing of the people who stay as well as those who have to leave – Note! The silent, loyal people 20 Presenters Name Surname 11.4.2011
  21. 21. 10 CC• 7. COMPETENCE –Remember that competence is much more than knowledge and skills, it is also attitudes and behaviours. –Remember both management and leadership skills – The best leaders are superior in Legacy dimension –Remember to use the complementary skills in full in your team 21 Presenters Name Surname 11.4.2011
  22. 22. 10 CC• 8. CHANGE – Proactive people are the agents of change – they do not choose to be victims, to be reactive and blame others – Always have the win-win in your mindset – Try to identify the ”transformers”. The ”lost souls” are critical, but even more are the ”fence sitters” – People are not by definition against changes, but if you do not have the information you cannot take responsiblity. On the other hand, if you have the information you usually want to take responsibility in a change situation22 Presenters Name Surname 11.4.2011
  23. 23. 10 CC• 9. CHALLENGE –Remember that a certain amount of stress is positive –The next generation likes challenges – give them the opportunity –Before decsion making: listen and challenge your people23 Presenters Name Surname 11.4.2011
  24. 24. THE ”CHALLENGE AREA” AREA OF PANIC Too many challenges Not enough control Too much will Too many goals Lack of competence Nervous Split ”LAGGARD”- Too eager AREA ”I MUST” Sleepy No will ”I AM Lazy No goals Bored Too high competence SURE”24 Kenneth Söderholm 11.4.2011 The ability to control the situation ( competence )
  25. 25. 10 CC• 10. COACH –Remember that by far the most effective way to develop your people is by coaching them –Coaching is solution-driven – not problem-driven approach –Coaching forces you to do the things our generation is not skillful in doing – reflection –Coaching is at it’s best a very focused and result- driven process – Ability to make decisions25 Presenters Name Surname 11.4.2011
  26. 26. HERTZBERG MOTIVATION-HYGIEN THEORY HYGIEN FACTORS MOTIVATION FACTORS Lead to: - job unsatisfaction Lead to: - job satisfaction - low performance - high performance 40% 30% 20% 10% 10% 20% 30% 40%ACHIEVEMENTRECOGNITIONWORK CONTENTRESPONSIBILITYCAREER POSSIBILITIESCOMPANY POLICYLEADERSHIPSALARY SIZE OF EFFECTRELATIONSHIPS TO MANAGER DURATION OF THE EFFECTAND COLLEAGUES 26 Kenneth Söderholm 11.4.2011WORKING CONDITION

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