Thirty-three years ago I spent two years in the middle of my studies sailing in the Whitbread Round the World race on s/y UBF. It was a great experience. Then came work, family and all other priorities and duties. My friends often asked, if I would do the circumnavigating or an ocean racing leg again, should the opportunity arise? Hell yeah! I always answered but continued that no one would take a 58 year-old, grey haired and bearded office guy on-board... so not a chance.
But then luck kicked in the form of The Ocean Globe Race, a fully crewed retro race in the spirit of the 1973 Whitbread Round the World Race. There it was, my chance to relive my great adventure.
Sailing the Leg 3, from Auckland of New Zealand via Cape Horn to Punta Del Este of Uruguay, on a Nautor Swan 651, s/y Spirit of Helsinki was beyond great - as well as the team.
One special element of this race is that no communication to and/or from the boat was allowed except some tweets to the organizers or in case of an emergency. So we were really 100 % offline for five weeks: no emails, no social media, no WhatsApp, no sms, no phone calls - totally disconnected from work and from families.
During those five weeks, our universe was the boat, the ocean, the sky and the 14 team members - and being offline is inspirational.
You can actually live without emails, calls, news and social media for five weeks, no problem! I suppose we aren’t irreplaceable after all. My only concern was my family: was everything OK with them. That bothered me quite a lot. It was such a relief to get the phone from the sealed bag in in Punta del Este, to call home straight away and to hear that everyone was OK!
Planning of projects, managing the hand-overs to colleagues (a big thank you to my fellow colleagues at Friisberg!) and making sure that all administration eg. billing, taxes etc. are all well-planned beforehand. Nonetheless I was feeling a bit shaky when I opened my email after the five weeks offline, but fortunately there were no crisis, no big issues waiting there. My projects had gone well during and despite my absence and I had few calls from new clients waiting for my return.
We hardly ever talked about our land based professional lives during the five weeks. The talk was around sailing, watch systems (work-schedule on board), competition, sail-trim, strategy, maneuvers, food, weather or sleep - not work. It was a time for something else for everyone. On the boat we were helmsmen, sail-trimmers, not CEOs or Executive Search Consultants. Thirty year-old Hilla, the only female on board was our most accurate and by far the fastest in celestial navigation with the traditional sextant. And our excellent second mate, 22 years old Aaro, told the four CEO's aboard what to do in the sail change. And that worked well. Should we change our roles more often in the office work as well?
Now that I’m back online I challenge you to try being offline. Try it for a week or two at first - like on your next holiday.
In today's digital age, artificial intelligence (AI) has undeniably revolutionized various industries. With advanced algorithms, machine learning, and natural language processing capabilities, AI-powered recruitment tools promise efficiency, speed, and accuracy in talent acquisition.
Despite the technological advancements, we know that the human element remains indispensable in the Executive Search process - here's why:
We know that the human touch remains irreplaceable to attracting and retaining top talent.
It is normal to quantify the right salary for a position, of any level, and especially for those that are classified as C-Level. Equally daily, during interviews with candidates, we recognise those soft skills that increasingly make the difference between one profile and another.
But have we ever considered what values can be of value to a candidate? Have we ever wondered what remuneration a candidate would be willing to revise for the right job?
In light of the ‘Conscious Quitting' phenomenon that characterised 2023, the HR world will have to reflect on this question and start taking into account the importance that a personal set of values can have for a candidate. In fact, some studies brought to the fore by major national and international media, show that with reference to ‘Conscious Quitting', the choice, the decision to leave or change jobs due to ethical conflicts, is growing significantly.
The analysis of the problem conducted by Paul Polman, former CEO of Unilever, and by the EIB - European Investment Bank - highlights that in an historical moment characterised by wars and massive natural disasters that threaten our stability and our future, the Z Generation are very concerned about the world they will inherit and are willing to devote their time and talent to companies that are committed to providing them with a better future. Consequently, they are willing to quit when their companies let them down'. And it is not only young people who are fuelling this trend, but also Millennials and a minority of Enlightened Boomers.
The ideal candidate, in a future that is already here, will not only be the one who demonstrates that he or she has the expertise and soft-skills needed to fill a certain role or do a certain type of work, but it will become increasingly important to understand whether their values are shared by the ethos of the firm in which they will work and vice versa.
We are delighted to announce that V.E.R.A. Consulting will become part of Friisberg & Partners in Milan, offering Executive Search, Assessment, Executive Coaching and Organisational Development Consultancy.
As part of our dynamic and forward-thinking approach, we are thrilled to announce the opening of our new office in the vibrant city of Milan, Italy. This strategic move is a testament to our commitment to global expansion, fostering innovation, and cultivating strong relationships with clients and partners worldwide.
This reaffirms our successful global strategy to develop solid partnerships based on shared values and mutual esteem, integrating diversified skills and experience to offer our clients bespoke, forward-looking and extremely effective solutions.
From our central offices located in Sant'Ambogio, Aureliana De Sanctis and Giovanni Mantica will be the Partners dedicated to Executive Search. Thanks to their extensive experience within specific sectors, we know that they will strengthen and expand the presence of Friisberg & Partners throughout national and cross-border territories.
Milan, often regarded as the financial and fashion capital of Italy, serves as an ideal location for our new office. The city boasts a rich cultural heritage, a thriving business environment, and a strategic geographical position within Europe. Renowned for its historical landmarks, world-class cuisine, and influential fashion and design industries, Milan provides a unique backdrop that aligns perfectly with our values of excellence and creativity.
Our strengthened team in Milan brings several benefits to our valued clients and partners:
Enhanced Service Delivery: Proximity to European markets allows us to provide faster and more responsive services, addressing the unique needs of clients in the region.
Cultural Understanding: A local presence ensures a deeper understanding of our clients' cultures and business landscapes, enabling us to tailor solutions that resonate with their specific requirements.
Innovative Collaboration: By engaging with Milan's innovation ecosystem, we open up opportunities for collaborative projects that drive mutual growth and foster innovation.
Our strategically important office in Milan reflects our commitment to providing exceptional services, fostering innovation, and building lasting relationships on a global scale. We look forward to the opportunities and challenges that lie ahead, confident in our ability to thrive in Milan's dynamic business landscape.
We are ready to work together as one close-knit Team!
In the fast-paced and ever-evolving world leadership has taken on a new dimension. The challenges and opportunities facing organisations today require leaders to be adaptable, forward-thinking, and empathetic. As we delved into the dynamics of leadership in 2024, it became apparent that successful leaders are those who can navigate complexity, foster innovation, and build resilient and empowered teams.
One of the defining features of leadership in 2024 is the need for adaptability and agility. The business landscape is constantly changing, driven by technological advancements, geopolitical shifts, and societal transformations. Leaders must be adept at sensing and responding to these changes quickly. The ability to pivot strategies, embrace new technologies, and stay ahead of the curve is crucial for organisational success.
In 2024, technology plays an even more central role in business operations. Leaders need to not only understand emerging technologies but also integrate them seamlessly into their organisations. Artificial intelligence, automation, and data analytics are no longer optional; they are essential tools for optimising processes, improving decision-making, and gaining a competitive edge. Successful leaders are those who can harness the power of technology while ensuring ethical considerations and human-centric approaches are prioritised.
The emerging new leadership style places a significant emphasis on empathy and inclusivity. As organizations become more diverse, leaders must be more attuned to the needs and perspectives of a wide range of individuals. Cultivating a culture of inclusivity fosters creativity and innovation, as diverse teams bring varied insights to problem-solving. Additionally, empathetic leaders build strong, cohesive teams, nurturing an environment where individuals feel valued and motivated.
The global shift towards remote and hybrid work models has reshaped the traditional understanding of workplace dynamics. Leaders in 2024 must excel in managing remote teams, ensuring effective communication, collaboration, and employee well-being. The ability to foster a sense of connection and purpose among dispersed teams is paramount for sustaining productivity and organisational cohesion.
Leadership in 2024 goes beyond profit margins and market share. Organizations are increasingly expected to operate with a commitment to sustainability and responsibility. Leaders need to champion corporate social responsibility initiatives, aligning their organizations with values that resonate with both employees and consumers. A commitment to sustainability not only enhances the organization's reputation but also contributes to long-term success in an increasingly ESG conscious marketplace.
Leaders must prioritise continuous learning and development for themselves and their teams. Staying abreast of industry trends, acquiring new skills, and fostering a culture of lifelong learning contribute to organisational agility and resilience. Leaders who encourage and invest in the growth of their teams create a dynamic environment that adapts to change and thrives on innovation.
Leadership in 2024 is a multifaceted challenge that demands a holistic approach. Successful leaders will be those who can navigate complexity, leverage technology, foster empathy and inclusivity, adapt to remote work environments, champion environmental and social responsibility, and prioritise continuous learning.
By embracing these aspects, leaders can steer their organisations through the dynamic landscape of 2024 and beyond, ensuring sustained success in an ever-evolving world.
As we bid farewell to the challenges and triumphs of 2023, it's time to set our sights on the horizon of possibilities that the new business year holds. The ever-evolving landscape of commerce promises innovation, growth, and resilience.
The rapid pace of technological advancement continues to redefine how businesses operate and in 2024 companies are expected to accelerate their digital transformation initiatives. From adopting artificial intelligence and machine learning to leveraging the power of data analytics, organizations will strive to enhance efficiency, improve customer experiences, and stay competitive in the digital age.
We know that sustainability is no longer just a buzzword; it's a business imperative. As the world grapples with environmental challenges, businesses are increasingly recognizing the importance of sustainable practices. In 2024, we can expect a surge in eco-friendly initiatives, responsible sourcing, and a commitment to reducing carbon footprints. Companies that align themselves with sustainable practices will not only contribute to a better world but also resonate with environmentally conscious consumers.
The pandemic has reshaped the way we work, and remote work is here to stay. 2024 will witness a continued evolution of remote work practices and companies will invest in technology to facilitate seamless collaboration, prioritize employee well-being, and redefine workplace culture to accommodate a hybrid model that combines remote and in-office work.
The shift towards online shopping has been accelerated by the pandemic, and the trend is expected to continue in the new year. Businesses will invest in enhancing their online presence, optimizing e-commerce platforms, and improving the overall digital customer experience. Adapting to the changing consumer behaviour will be crucial for retailers to thrive in the evolving business landscape.
Uncertainty has become a constant in the business world. Companies that exhibit resilience and adaptability are better positioned to navigate challenges and capitalize on opportunities. The new business year will demand agility, strategic foresight, and the ability to pivot when necessary. Embracing change as a constant will be a key factor in ensuring long-term success.
As we step into 2024, the road ahead is paved with exciting opportunities and challenges. Embracing digital transformation, prioritizing sustainability, adapting to the evolving work landscape, capitalizing on the e-commerce boom, and cultivating resilience will be essential for businesses aiming not just to survive but to thrive in the dynamic and competitive environment of the coming year. We know that by staying innovative, forward-thinking, and customer-centric, we can look forward to another year of growth, success, and positive impact.
In June 2022, we resumed our work in Ukraine. We had to completely reformat the company's business processes as we used to deliver postal items by air to achieve the desired delivery speed and high quality. At the moment, we use road transportation in Ukraine, deliver to Poland, and there all our cargo is already included in the DHL network. This requires additional time and restructuring our processes within departments. We purchased additional trucks, our couriers received additional category driving certificates, but we understand that for many of our clients we remain the connecting force in Ukraine. Our clients are mainly business companies that need to run their businesses in order to survive this fundamental time for our country.
We pay taxes to support our country and provide paid work to all our employees. There were no staff reductions in the company and we added additional bonuses to employees to support them during this difficult period. We also consider it our duty to maintain the salaries of mobilized employees. - they are our protectors and heroes. We also help demobilized employees adapt to the workplace. They all have funding issues, and we're changing our processes so people can continue to work.
Currently our plan embodies simple golden values: understanding with the ability to listen and help. At the moment, it is very important to us that our people feel cared for and supported.
We continue to pay salaries, we even meet our obligations to raise salaries once a year. We provide all the social benefits, vacations, sick leave, continue to insure employees, etc. We allow those who can work from home to do so.
We care very much about people's safety. We turned our office into a real hub of stability: we purchased generators, beds, blankets, non-perishable food in case of blackouts. Employees can come to the office, warm up, wash things, take a shower and eat.
We practise constant communication with those who serve in the military. We constantly inform our employees about how the service is going, which of our mobilized defenders need help, visit them in the hospital, and proudly share information about who have been given awards - for example, two of our employees were awarded the Cross for Courage!
We also made reservations against the mobilization of 40% of men.
Employees support our company's attitude towards them, they value us and do everything possible to support the business during this difficult time.
Even though there is a war in our country, we continue to support our Ukrainian children. We believe that this is our strongest contribution to the future of our country. These are mainly children from large foster families and many of these families were relocated from the East part of Ukraine.
In October of this year, we signed an agreement with SOS Village and agreed on a number of useful and interesting activities for the next year.
For example, at the end of October, we invited children from large families to come to us for a career guidance excursion - 40 children accepted our invitation. We told the children about the history of our company, our business and corporate culture. The children visited key departments where managers told them about what the department does, showed how employees worked, and what knowledge and skills they need to have to get a job in our company. It was a very fruitful discussion because we received so many questions from the children. Then they visited our warehouse to see our processes, and see all our our vehicles.
DHL Central Europe region, which includes 14 countries, within the global Volunteer Day had an initiative to help get Ukrainian children to school. 14 countries in CEU region sent us stationery, school backpacks, other interesting school goods and at the end of the excursion we presented the children with big packs full of such presents.They were very happy!
We received great feedback from the children, so next year we plan to have more activities and master classes for children.
The last month of the year has begun. In December, we often evaluate the past twelve months and look to the coming year.
For many, the year 2023 has been a time of uncertainty and financial turmoil and it's understandable if you feel gloomy or worried about the future. So how can you still continue to build trust in teams and workplaces for the future when the December blues take over?
We residents of the North are currently living through the darkest time of the year. Surviving the winter darkness, particularly during the polar night, can be challenging, but we Finns have developed various strategies to cope with it.
Here are some tips that might help you to survive the December blues - like a Finn:
Here, where the sun is non-existent during the winter months, we use light therapy lamps which mimic natural sunlight.
Be the sunlight for your team. Look for positive things, don't wallow in negativity. Remember the year's successes and achievements, focus on what we can do.
Regular exercise can boost your mood and energy levels. At work, this means not letting hard times get us down. Let's stay active and not become passive, even if it requires more effort to do so. Closing that deal might need just that one call more - you can do it.
Combat feelings of isolation by maintaining social connections. Have that Christmas party, make the call to ask how you are - turn on your inner Christmas lights!
Employees may feel uncertain about the stability of the organizations and turbulent times can take a toll on employees' mental health and well-being. Try to create stability and comfort through open and continuous conversations, gatherings, and community spirit.
Establishing routines can help create a sense of normality. Continue to have the routines in place as before and create agilely new ones if needed. Staying consistent works in all conditions.
There is no bad weather, just bad clothing. Make sure your team has the right “thermal clothing” to face even the difficult times. Discuss openly what is needed to succeed in the current situation. Offer ways to strengthen resilience, for example through coaching. By investing in these abilities, you have equipped them with the means to survive.
Let’s head on to December with the wise words of the former President of Finland, Mauno Koivisto: “Unless we know for sure how it will turn out, let's assume that everything will turn out well.”
In the hustle and bustle of our fast-paced lives, it's easy to fall into the trap of being too busy. Meetings, deadlines, and a constant stream of tasks can make us feel like there's no time for anything else. However, amidst the chaos, there's a simple truth that holds immense power: you're never too busy to listen.
We often wear being busy like a badge of honour, a sign that we're committed and driven. However, it's crucial to recognize that perpetual 'busyness' doesn't equate to productivity or success. In fact, taking a moment to pause and listen can lead to better understanding, improved relationships, and even increased efficiency in the long run.
Listening is not merely the act of hearing words; it's about understanding and connecting with others on a deeper level. When we actively and genuinely listen, we build trust, foster collaboration, and create an environment where ideas can flourish. It's a simple yet powerful way to enhance communication and strengthen professional and personal relationships.
Being too busy is often a result of poor time management. However, it's essential to shift the focus from managing time to managing priorities. Listening becomes a priority when we recognize its significance in building a supportive and collaborative environment. By prioritizing listening, we create a space for open communication and idea exchange.
Listening is a cornerstone of effective leadership. Leaders who take the time to listen to their team members gain insights into their concerns, ideas, and perspectives. This not only fosters a positive work culture but also boosts morale and encourages a sense of belonging among team members.
Being too busy can take a toll on mental well-being. Taking the time to listen, whether to a colleague, a friend, or even to oneself, provides a mental reprieve. It allows for reflection, empathy, and a renewed sense of purpose. In the midst of chaos, the act of listening becomes a mindful practice that contributes to overall mental wellness.
In a world that seems to spin faster each day, taking a pause to listen is not a luxury - it's a necessity. Whether in the workplace or personal life, the benefits of active listening are undeniable. So, let's challenge the myth that being busy equates to being successful, let's prioritize genuine listening, and discover the transformative power it holds in our relationships and well-being.
We should never too busy to listen.
A vitally important task for a business leader is hiring the right team, but finding the best people is increasingly challenging.
I have just finished watching the wonderful TV series Ted Lasso. The premise is simple: an American Football coach from Kansas is hired to coach an English professional football team in London. Initially Ted’s coaching methods are met with scepticism and resistance until the team starts to win. We all instantly recognise him as a great leader - he lights up the space he occupies and isn’t selfish or egocentric – but over time his energy, purposefulness and generosity become contagious.
I can also see how the analogy of a sports team holds with what I do every day. As most successes for your company come from team effort, creating teams that have a harmonious mix of personalities is essential. The team may contain great players, but if they don’t get along, and don’t add up to a whole greater than the sum of its parts, they may never win a game.
Our clients often prioritise qualifications and experience and while specialisms are often necessary, non-conformity and versatility should not be underestimated. Broad-based background, transferable skills, a collective mindset, and having a personality that fits in can be the small differences that get big results. Even the most talented individuals will fail if they are not supported by, and supportive of, a team with a mix of personalities.
Subconscious bias is so common - and by that I mean defaulting to hiring people who are just like you. It is human nature that when you do find any common ground, you tend to exaggerate it, which means you could easily put the wrong people in critical positions. So, sometimes we encourage our clients to take a calculated risk and consider hiring the wildcard candidate - we all know that embracing change can lead to innovative solutions and better results; somebody very unlike the rest can introduce and inspire new and different ways of thinking to a group.
Steve Jobs once said, “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.” Ted Lasso says more or less the same thing, “I know that I don’t have all the answers, but I got a room full of people who do.”
In a world increasingly obsessed with data analysis and AI the differences, and the competitive advantages, could well be found in the anomalous and unpredictable.
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