This document summarizes a presentation on human leadership given by Katrin Andersson. The presentation discusses leadership in times of change and uncertainty, and the need for a common purpose and vision. It emphasizes that human leadership requires courage to enter the unknown, a focus on growth and sustainability, and co-piloting between leaders and teams to achieve extraordinary results. The presentation also covers developing new knowledge, balancing simplicity and complexity, and the importance of teams, groups and individuals working together to reach their potential.

1. KatrinAnderssonLimited
In the eye
of the perfect storm
Katrin Andersson
Founder & Director Katrin Andersson Limited
City Business Library
Aldermanbury, London
22 November 2010
Photo:
Crocky
©
Human Leadership and its potential Part II of III

2. KatrinAnderssonLimited
A change consultancy
that makes a difference
: Why
do
companies
work
with
Katrin
Andersson
Limited?
They
are
facing
change,
and
want
a
catalyst
to
speed
up
the
process
of:
: Expansion
and
growth
of
the
business
: How
to
succeed
in
hard
6mes
: Personal
leadership
poten6al
: What
do
we
achieve?
Most
common
denominators
among
our
customerbase.
They
have:
: Succeded
with
successions
and
promo6ons
: Become
a
recognized
subject
ma>er
expert
: Improved
their
strategic
thinking
and
increased
speed
to
market
with
new
product
concepts
in
the
UK
and
abroad
That
requires
courage.
1

3. KatrinAnderssonLimited
Today’s agenda
22 November 2010
: Introduction
: Human Leadership
: In the eye of the perfect storm
: Common purpose
: Co-piloting
: Innovation of new knowledge
: Break
: Triangular simplicity and complexity
: Teams and Groups and Individuals
: Summary and conclusion
: Close
2

4. KatrinAnderssonLimited
Human Leadership
: In an ever-changing global economy change has become a necessity - not
an optional strategy for risk takers.
: Change in human behaviour, business objectives and strategies – to
generate growth in good and in bad times.
: The era we live in requires leadership skills that are human.
: Leadership is about human behaviour.
: ‘Human leaders’ clearly define visions, actions and results for themselves,
the business and the individuals interacting in or with the organisation.
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5. KatrinAnderssonLimited
Identity, History and Culture
: Courage to enter and test the unknown, belief in what
you are doing and confidence in the power and influence
to creating change.
: With the individual at the centre Human leadership is
about courage and purpose, realise potential, create
focus, drive, growth, profitability and sustainable results.
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6. KatrinAnderssonLimited
HUMAN LEADERSHIP
Photo:
Crocky
©
5

7. KatrinAnderssonLimited
Human leadership is about
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8. KatrinAnderssonLimited
Human leadership put into practice
: Vision is about courage – strategy & planning!
: Action is about change – tactics & execution!
: Result is about – outcome & the bottom line!
‘Why and how’ is a catalyst – explore your
Vision, Action and Results!
That is courage. ©
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9. KatrinAnderssonLimited
Human leadership is
about growth and
sustainability

10. KatrinAnderssonLimited
In the Eye of the Perfect Storm
©
9

11. KatrinAnderssonLimited
“You
can
have
a
good
>me
and
work
very
hard.
In
a
team
where
we
all
are
focused
on
one
thing,
to
deliver
the
best,
to
excel
to
inform
and
educate,
you
will
need
to
co-­‐operate
and
compete,
you
will
argue
and
give
way
for
new
ideas.
You
will
need
to
have
a
sense
of
freedom
and
lots
of
humour.
You
will
get
a
lot
of
your
support
from
your
team
and
from
being
part
of
that
team
in
a
world
of
complete
uncertainty.”
A common purpose
Jon Snow, Channel 4 News
From Join the Freedom Fighters. Watch Out for the Sharks: leadership and management in the 21st century. Katrin Andersson 2002.
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12. KatrinAnderssonLimited
What is common purpose?
: It is about shared values, direction and focus
: It will fuel creativity, drive and determination
: A consistent, clear message that enables growth
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13. KatrinAnderssonLimited
Co-piloting
Photo:
Crocky
©

14. KatrinAnderssonLimited
“What
makes
a
good
leader?
–
Being
a
catalyst
for
change
and
give
good
direc6ons”
Sinclair
Beecham,
Founder
Pret
A
Manger
and
the
Hoxton
Hotel.
Interview
in
Metropolitan/eurostar
Nov
2010.
Co-piloting – an ongoing conversation
13
“
[We
need
to]
Treat
people,
companies
and
organisa6ons
as
complex
organisms
rather
than
machines
with
linear
func6ons
only.”
From
Join
the
Freedom
Fighters.
Watch
Out
for
the
Sharks:
leadership
and
management
in
the
21st
century.
Katrin
Andersson
2002.
: Co-piloting is about talent and
practice, ambition, aspiration and
sustainable results.
: It contributes a strategic and
philosophical quality above and
beyond behavioural performance
alone.
: A balanced vision between task,
team and individual outcomes and
goals.
: The destination is to align business
strategy and people in order to
achieve extraordinary results.

15. KatrinAnderssonLimited
Innovation of new
knowledge
Dynamics of learning – how we learn
: Unconscious incompetence > We don’t know, and
we don’t know we don’t know.
: Conscious incompetence > We know what we don’t
know and we are practising on achieving the new
knowledge/skill/behaviour.
: Conscious competence > We are aware of the new
knowledge/skill/behaviour but we haven't yet achieved
a habitual and seamless competence. In order to
continue and embed the learning we need to continue
to practice and concentrate while we are doing it.
: Unconscious competence > Our knowledge/skill/
behaviour has become embedded as habitual,
seamless and automatic. We don't need to think
about what we are doing, we are doing it naturally, as
a part of your natural talent and ability.
: Excellence and mastery >There is an argument for a
fifth state in learning and practising - when
everything comes together and we enter “a state of
exquisite flow.“
Conscious incompetence
Conscious competence
Excellence and mastery
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16. KatrinAnderssonLimited
Inspiration and drive – motivation
: Some of us are:
– motivated by short term goals and achievements, others by
longer-term outcomes
– driven by individual goals, others by team and group goals
– inspired by role models close to their heart and home, others by
well known people, celebrities and ‘icon’s’
: Our strongest inspiration might be triggered by a visual
representation, by sound or a particular feeling, a tactile touch, a smell
or a taste – our different sensory preferences.
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17. KatrinAnderssonLimited
IN THE EYE
OF THE PERFECT STORM
Photo:
Crocky
©
16

18. KatrinAnderssonLimited
Triangular simplicity and complexity
17
: Successfully approaching the future is about belief, interaction and viability – a triangular
simplicity and complexity, adhering to:
©

19. KatrinAnderssonLimited
Teams, Groups
and Individuals –
working together
: Create vision, set direction and be
prepared to shift and adapt to new and
changing circumstances.
: Be brave, recognise and constructively
approach uncertainty. Resourcefully
support each other ready to explore the
unknown, review mistakes and celebrate
success.
: Reach outstanding potential, together
and alone. Embrace, motivate, stimulate
and retain diverse and top talent.
“Create instead of criticise “1+1=3”
discovery instead of complacency.”
1+1=3
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20. KatrinAnderssonLimited
Summary
In the eye of the perfect storm
is about leadership and determination,
commitment and action.
In the eye of the perfect storm,
a common purpose and innovation of new knowledge.
It is about believing in
the unknown and making
it happen, daring to
taking risks without
knowing exactly how it
will turn out in reality.

21. KatrinAnderssonLimited
Human Leadership and its potential Part III
7 February 2011
20
Register: E-mail cbl@cityoflondon.gov.uk Phone: 020 7332 1812

22. KatrinAnderssonLimited
Katrin Andersson Limited
41 Richmond Avenue
London N1 0NB
Tel +44 207 609 9665
katrin@katrinandersson.com
www.katrinandersson.com
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