Having strong and quality leadership has proved to be a major asset in recent turbulent times. It is not a secret that companies who invest in leadership development perform better than those that do not and they are much more adaptable in periods of crisis.
Quality leadership is a combination of skills, traits, attitudes, and mindset - things not typically innate and therefore necessitating fine tuning.
One of the indicators of how valuable quality leadership is to an organization is the time the company invests in training and development for their leaders. The observations on the local market show that those companies who do invest usually dedicate between 12 and 30 minutes per month - in medium-sized businesses, and about 5 hours per month in larger organizations. The approaches vary from short online chunk sessions, through specialized development programs and individual coaching. The predominant focus is on first-line managers and aspiring leaders and much less on top executives.
Typically, outcomes are based on improved relationship between manager and direct reports. Much research though, indicates that more beneficial impact is on organizational outcomes. That’s why all leadership deserves to be developed. Every level of management in the organization needs to build, master, and nurture the relevant leadership skills in order to be prepared, resilient and alert.
A wide-ranging leadership and management development program includes offerings for all levels of leaders: new, middle, and senior.
Although focusing leadership development is always a good idea, there are some typical situations and stages in the life cycle of the company in which it becomes a must:
When a company cares about their leadership, it actually provides the opportunity for leaders to invest their time and energy back into the organization.
Whether in business or politics, there’s a tendency to select leaders on the basis of their confidence rather than their competence. When our main criterion for appointing leaders is how good they think they are, we will inevitably end up with people who are not very good - except in their own mind.
When hiring for a leadership role you might be overlooking one of the most important traits:
Perhaps humility isn't the first trait that comes to mind when you think about great business leaders. Instead you might think of someone who is a visionary, who is courageous - someone who is overtly charismatic.
Humble leaders tend to understand that they are not necessarily the smartest person in every room. Why? Because they don't need to be. Instead they actively encourage other voices, welcome challenge and run with the best ideas - regardless of whether they originate from a board member or from a junior.
When things go wrong, humble leaders admit their mistakes and take responsibility. When things go right, they shine the spotlight on others.
When leaders lack humility they often make avoidable mistakes, blaming others for their poor decisions, and overestimating their own talents to the point of losing touch with reality, preferring instead to surround themselves with ‘Yes People’.
In leadership, few traits are as indicative of incompetence as arrogance.
I have met all sorts of leaders some of whom are the loudest in the room while others are more introverted. Some really are creative geniuses while others are complete pragmatists.
But when it’s time to make a hiring decision, how do you assess Humbility?
We all tend to be impressed by charismatic people with powerful personalities and a commanding presence. My advice however is to always look a little closer.
Look for quiet confidence, a focus on others, ability and humility.
Lorri Lowe
Partner UK
After a challenging but very successful 2021, we look forward to 2022 with confidence. Sure, the pandemic is not yet over, but we also see great opportunities. The transformation of the industry is in full swing:
Digitization has received a tailwind from the pandemic.
It holds enormous potential, for example, in trade, industry, administration, education and healthcare.
Decarbonization of the industrial sector.
This poses the question to everyone of how they can bring CO2-neutral products to market. One factor: system integration of hydrogen.
Demographic change has affected the entire economy.
The situation in the care sector is dramatic. Solutions are needed from politics, business and education. Approaches could be: Use of robots, optimization of dual training, improved compatibility of family and career, and skilled labour immigration laws.
Decentralization or shortening of supply chains.
Increased sustainability and resilience of supply chains is a lesson from pandemic, along with travel restrictions and the blockade of the Suez Canal.
Overcoming these obstacles and seizing opportunities requires C-level digital expertise, but also decision-making power.
The hope is that 2022 will end the nightmare of Covid and enable us all to re-start our social relationships that have been paused over the past two years.
We have all learned so much and we strive to move forward with a positive attitude.
There is no doubt that a lack of face to face contact has had an impact on our attitudes to work.
Major European leaders, with caution, are united that 2022 will prove to be the year of the end of pandemic for 4 reasons:
No one wants to halt the global economy again, so companies like Friisberg are working hard with business leaders around the world to re-configure their structure, create digital platforms, manage their HR structures and solve problems quickly and effectively - especially at the moment those linked to the re-opening of local economies and work places.
Since September 2021 we feel very positive that the global marketplace has 'woken up'.
We will continue to contribute, helping to build strong bridges within teams, building on new expectations and business needs around the world.
Aureliana De Sanctis
Associate Partner, Milan
Due to remote working, many organisations have hired employees who are only tied to their working community by virtual means. This makes it easier for employees to leave their working community behind.
No one can yet say for certain how society will open up during the coming months or whether there will be new setbacks. There is an ongoing discussion at workplaces and especially in expert organisations on how to proceed as the remote work recommendation is removed after the long period of uncertainty we have all faced.
There are certainly more choices available: the employee is allowed to come to the workplace and there are different quotas as well as other models based on alternation, individual preference and common expectations. The need for automation in one’s own work may well have been increased and organisational hierarchies reduced. Everything will slowly fall into place, which may take months, maybe even years.
There is one thing of note that has seen very little discussion:
Organisational culture plays a key role in an employee’s commitment to their organisation, especially as things stand currently. It lays the foundation for the operations of the entire organisation and constitutes a part of the employee’s work performance - even when working alone.
Organisations have not stopped hiring new employees during this exceptional period. Many newly employed people have been a part of their new working community only by virtual means. Many companies have invested an enormous amount of time and resources in personnel well-being and commitment during the pandemic.
We have also discussed these issues extensively in our own company, pondering whether we have made the right decisions. It is hard for me to say, but I naturally hope that we have.
I like to believe that an ideal working community provides its members with opportunities to work flexibly, respecting different approaches. Workplaces are now trying to find the balance between freedom and, on the other hand, approaches that relate to the needs of the clients. If a client wishes to meet the team in person instead of through virtual means, this should be weighed against one’s own individual wishes.
If the employee does not have real workplace relationships, physical and intimate working community and thereby the experience that humans need as social beings, they are unlikely to be as committed to their current position as before the start of the pandemic. In this case, they will have an easier time leaving their employer and working community behind and simply working remotely.
Of course, there will be exceptions. In such a case, something has been done differently – perhaps intuitively, or maybe the interaction between the employees and management has been very successful. I believe that the new guidelines for organisational culture during the pandemic are not enough for management to keep its organisation functional. Simply giving orders from above will not do either, as there is likely to be a backlash.
The appreciation of the employee experience is growing. A strong feeling of commitment to the work and organisation can better motivate people to stay than salary or other financial benefits. A high degree of commitment to one’s work not only maintains continuity, but also decreases sick leave rates and improves performance and efficiency at work.
Now is the time to invest in listening to the teams and allowing them to participate. We need to take measures through which our personnel can be brought together at the workplace in a safe manner as soon as possible, and give everyone the chance to become part of the working community instead of just working remotely. There is value in being present at the workplace at least from time to time.
Mika Rossi
Managing Partner, Helsinki
The past year, 2021, has provided many lessons for us all within Friisberg.
We have learned to live with the changing and challenging environment, and we’ve seen that while it may have seemed very difficult at times, we can always optimize, improve, and move forward with our business operations. In many countries this was done incredibly well, with many of our offices able to grow and declare a strong year.
Sadly we lost our founder, Jørgen Friisberg, who died last month. He will be greatly missed by all of us. We are proud to continue bearing his name and one of his legacies will be the continued growth and global success of Friisberg.
In 2022, Friisberg will introduce new Consultants and new Partners, we will open more offices around the globe and our international business opportunities will reach new heights.
Particularly over the past six months, I have received a great deal of positive feedback from those who work within Friisberg and directly from our clients that our strategic direction is sound - but as with all business it is its people who make a firm truly great.
We are extremely fortunate to have so many experienced and professional Friisberg consultants operating all around the world. Individually and together we strive to exceed our client expectations and together I know that we can expect to have an exceptional year in 2022.
Zoltan Petho,
Chair
Last week, global leaders met in Glasgow, Scotland to discuss action required to curtail climate change (COP26).
Many have differing views on the effectiveness of UN directives how best to combat climate change – from carbon sequestration to energy efficiency measures to the accelerated growth of renewable energy sources and an increasing interest in EVs.
This is not a new phenomenon.
In 1992, the United Nations established their Framework Convention on Climate Change (UNFCCC). Largely driven by Green House Gas (GHG) emission of industrialized nations, this initiative was reinforced by the Accord de Paris in 2015 (COP21). For years, coal fired (electric) generation has been the culprit followed closely by the refinement of oil and the harvesting of natural gas. Certainly, the mining and automotive industries have their fair share as well. Then of course there’s...the cows!
In 2019, investment heavyweight Goldman-Sachs made a statement by pledging $750B US for investment in sustainable finance. This not only increased visibility for “sustainability”, but it also accelerated the need to attract talented individuals to lead this charge – whether a Chief Sustainability Officer for a global industrial or a Chief Executive Officer for an early-stage disruptive technology provider or a Chief Technology Officer needed to spearhead a new automotive platform that (over time) will completely pivot an industry – leadership is required.
While many believe Green House Gas is the focal point, our experience suggests emission curtailment comes in many ways and extends well beyond (direct) carbon management.
For over a decade, we have been working on both sides of the emissions challenge – along-side of major industrials and Utilities helping them recruit “corporate sustainability” executives to navigate new business models and sustainability measures:
For those organizations responsible for ensuring there is power, we have been working to implement new ways of doing business – from carbon capture to modifying their generation fleets.
On the other side of the equation, we have been actively recruiting for companies delivering “new” forms of energy technology – from digital energy networks to solar and wind to battery energy storage to electric vehicle infrastructure – some of which has been instrumental in electrifying parts of the world where electricity is a luxury.
One thing remains constant, as industry continues to pivot and address climate change, organizations need a fresh perspective: new leadership. Whether evaluating supply chains to ensure they are “climate conscious” or attracting expertise from adjacent industries to propel advancements in technology, we have been at the forefront of this change. Why does this matter?
The difficulty in attracting A-Players to your business has increased exponentially. Knowing where to look and how to recruit talent has become increasingly important.
Leveraging years of experience, understanding the industry shift and being able to not only attract - but also assess- top talent is a key differentiator for Friisberg & Partners.
Neil Greco
Partner, Boston MA
Hvordan bliver arbejdsmiljøet i fremtiden – og hvordan vil det påvirke kulturen i virksomhederne? I løbet af de sidste årtier har vi set office hubs dukke op overalt og stadig flere arbejder freelance. Tidligere var en daglig arbejdsgang på moderne kontorer med stor opmærksomhed på faciliteter, et stærkt fokus for både arbejdsgivere og medarbejdere, men det har Covid-19 ændret på.
Med Covid-19 har vi taget et kvantespring ind i en ny virkelighed, hvor hjemmearbejde betyder at medarbejdere ikke opnår den samme dosis socialisering og vidensdeling ved vandkøleren eller kaffemaskinen. Størstedelen af medarbejdere har taget godt imod nye teknologier og justeret deres måder at arbejde på, og af denne grund er det i mange virksomheder ikke længere påkrævet, at vi er på kontoret hver dag eller deltager i møder med fysisk tilstedeværelse.
Jeg har i mit arbejde som Trusted Advisor erfaret, at vores ”new normal” kan fungere, når der bliver ydet en indsats i at skabe tillid til nye samarbejdspartnere og kolleger. Generelt kræver det en stor mængde fokus på hvordan alle parter kommunikerer.
For at give dig svar på ovenstående spørgsmål, har jeg talt med mit netværk.
Vertic er et digitalt marketingbureau, der hjælper F500-virksomheder med deres digitale rejse. De har med succes rekrutteret nye medarbejdere ansat til at arbejde på andre lokationer end deres normale kontorer geografisk under og efter COVID-19. De har haft et forspring med at arbejde fra forskellige geografiske lokationer internationalt og i brugen af alle digitale hjælpemidler. Alt dette fungerer i et omfang, hvor de overvejer at benytte sig af fjerntliggende hubs i en større grad, når de skal hente nye kompetencer og herved ikke være begrænset af den geografiske afstand. Mads Petersen der var med til at stifte virksomheden i 2002, er dog bevidst om vigtigheden af
Our own Diversity & Inclusion gives us a huge and sustainable advantage over our competitors. Gender parity is vital to any workplace. Not just because it's a laudable goal; it simply makes bottom-line business sense.
It is also the backbone of our innovation. We know that our multiplicity of perspectives sparks creativity, and helps us to spot and seize new opportunities. It also encourages us to always challenge stereotypes.
We understand that our diversity is integral to our success. It enables us to understand the unique needs of our clients and find innovative ways of addressing those needs.
Gender diversity helps us to attract and retain talented women. No company can afford to ignore 50% of the potential workforce and expect to be competitive in the global economy.
We know that only the highest-performing teams, those with different opinions, perspectives, and cultural backgrounds will ultimately succeed in the global marketplace. We encourage different viewpoints, ideas, and market insights, which enables better problem solving, leading to superior performance.
We make sure our teams have a diversity of genders, as well as backgrounds and ethnicities. But we know that hiring women, transgender, or nonbinary people into our workplace isn’t enough. - we empower our teams to not only reach but exceed their full potential.
How will the working environment be in the future – and how will it influence the culture in companies? Over the past decades we have seen office hubs popping up everywhere. Physically working together in modern offices with a large attention on amenities, was a strong focus for both employers and employees, but Covid-19 has changed that.
So what now? How will the changes influence organizations and their culture in the future?
With Covid-19 we have fast forwarded into a new reality where organizations see employees working from home and not having the daily dose of intersocial activity and rapport by the water cooler or the coffee machine. Work is still being done and to some extend in an admiring, yet sometimes alarming way. We have adopted new technologies into our daily routines, and suddenly it is not required that we are in the office every day or attend meetings with a physical presence.
In my work as a trusted advisor, I have seen that our new normal can work, but it takes an effort. It takes an effort to build trust to new business partners and colleagues, and you must pay attention to how you communicate.
I have spoken to my network, to get you some answers!
Vertic – a digital marketing agency helping F500 companies with their digital journey – have successfully recruited new employees global working remote from the head quarter. They have had a head start in working on the distance and using all digital tools available. It is working in a way that they are planning to use remote hubs even more when bringing in new competences, not being limited by geographical distance. Still founder Mads Petersen is aware of the importance to bring in new colleagues in order to get to know each other, form trust and feel the culture.
Focus on mergers and acquisitions often is on numbers, optimizing business processes to reach the strategy, while employees and culture are often neglected. Studies show that Covid-19 has made it even more difficult or close to impossible to engage in the forming for a new culture and on-boarding new employees. However new tools and ways of working have been introduced and have become routine. You don’t have to be at the same location to work together saving a lot of time and money travelling. And the transition from one location to another has been easier than expected. Despite that the necessity of meeting in person, bonding and building trust is essential to grow a culture, and some employees have a hard time adjusting, lacking the trust amongst one another.
For McKinsey & Company, Covid-19 has brought different kind of assignments and projects along as well as they see a vast demand for their services. But the company has become more aware to have a focus on how their human capital is coping. New colleagues have been seen having a hard time adapting to the organization, when only working remotely and consider leaving the company within a year, due to it is hard to getting to know your colleagues and clients furthermore don’t expect you to be on site in different cities across the globe when you are working on an assignment. Hence HR and management are taking the temperature on the employees’ mental health weekly to look after their most valued asset. Employees have a hotline to the HR Manager and is offered professional guidance and help without having to document that they are not feeling well to the authorities or a doctor. Small groups of employees that don’t know each other are formally being put together for dining to small talk, exchange ideas and getting to know each other. Employees are encouraged to take a walk with a colleague or in a group whom they don’t socialize with on a regular basis.
Organizations have been quick to adapt to the new circumstances. New ways of working and technologies have been adapted quickly - and it is working – results are achieved – but it is important not to forget the human factor and to meet in person, if we want build trust, exchange ideas, and build and nurture the culture of the organization that bind us together.
Jacob Gylling Mahler
Partner, Copenhagen
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