Swedish leadership style
Björn Edlund
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; Novartis crisis management systems: clients Novartis, Schering, Philip Morris Eastern Europe, ABB; biotech referendum issue mgt for CH pharmaceutical industry association
1998-2005 ABB, Zurich Head of corporate communications Built new team, led crisis and turnaround comms; led re-branding, introduced three new CEOS; also led global sustainability affairs from April 2005
2005-2010 Shell, The Hague Head of corporate communications Built new team, re-organized function. Led creation of new brand and reputation strategy. Handled CEO transition.
From 2010 Edlund Consulting, Maisprach
Strategic brand and reputation management Public affairs and CSR counsel Issues handling, profiling, stakeholder management advice.
• From Oct 2011 • Chairman EMEA, Edelman • Non-exec, part-time role
Teacher 1975-1977
Foreign correspondent 1977-1989
1977-1983 United Press International (Nordic Correspondent; News Editor Germany; Bureau Manager Spain) Lebanon, Moscow Olympics, Poland, pope visits, 1982 World Soccer Cup, North Africa, politics, current events, Spain’s transition to democracy
1983-1989 Reuters (Chief Correspondent, Mexico; News Editor Latin America & Caribbean; Chief Correspondent Germany) Central America wars, Haiti, Mexico earthquake, Latin America politics, LA and Seoul Olympics, 1986 World Soccer Cup, pope visits, Iran, EU, NATO
Business communicator from 1989
1989-1992 The Rowland Company, Zurich Global crisis management system for Sandoz; internal comms consulting; pharmaceutical marketing programs, communications advice various clients
“My” Leaders
Sandoz/Novartis, ABB, Shell
4
The way we were
G E N E R A L P O P U L AT I O N
CEO
BOARD OF
DIRECTORS
GOVERNMENT OFFICIALS
ACADEMICS
TECHNICAL EXPERTS
ELITE MEDIA
VERTICAL FLOW & CONTROLLED INFORMATION
PYRAMID OF INFLUENCE “As the circle of those who decide is
narrowed, as the means of decision are
centralized and the consequences of
decision become enormous,
the course of great events often rests
upon the decisions of determinable
circles.”
- C. Wright Mills, 1956
Leadership and decision-making
• Define big
picture goals
• Set direction
• Align support
Swedish management style
Nordic Super model: The Economist
If 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.
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, 6/1
Composite 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
Leadership – my10 key ingredients
1. 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.
Leadership – my 10 key ingredients
4. Mean it when you commit. You'll 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 don't want - possible
failure. Positive thinking has power, but only if you fuel it with
enthusiasm.
Leadership – 10 key ingredients
6. 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 you're
not willing to do what you ask your people to do, don't ask
them to do it.
Leadership – my 10 key ingredients
9. 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.
Successful senior managers
Competence
Ambition
Integrity
Good general leadership
skills
Good promoters of
operational efficiency
Good enablers of work-life
balance for their employees
Source Vinnova, 2008, Par Isaksson
Modern, enlightened management approach
I 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
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
Multi-
Active
Linear-
Active Reactive D, CH, FL
USA
Austria, Cz R, NL
NO, SLv
Australia, DK, Ire
Belgium
Fra, Pol, Lith
Rus, Slovakia
It, Po, Sp, Gr, Ma, Cy
Hispanic America, Ar, Mx Br, Chi
Sub-S Africa, Arab countries
Saudi Arabia, Arab countries
Iran, Turkey
India
Indonesia, Malaysia, Phi
Korea, Thailand
China
Vietnam
Canada Singapore Taiwan
Hong Kong
Japan UK Sweden
Latvia
Finland
Estonia
L-a: cool- factual
decisive planners
M-a – warm, emotional
loquacious, impulsive
R: - courteous, amiable
accommodating,
compromise, good
listeners
* The Lewis model: Richard Lewis “When Cultures Collide”
Culture
British Language of Management
humor
small talk
small talk
casual orders
humor
From Richard Lewis “When Cultures Collide”
muddling through . .
German Language of Management
.
2 3 5 4 6 1 . . .
Close definition of tasks obedience supervision
From Richard Lewis “When Cultures Collide”
American Language of Management
. A B C
objectives .
.
pumping up employee
A B C
speed in
execution
From Richard Lewis “When Cultures Collide”
context
big picture
feeling
temperature
cross-team chats
pep talk
delivery . .
Swedish Language of Management
pep talk
Culture and Leadership – Examples
Swedish
Casual leadership
Germany
Hierarchy, consensus
France
Autocratic
Structured individualism
US
Consensus rule
Asia
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
-22
-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 all 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
Gap
Importance Performance
Q26-Q42. [TRACKING] Now we would like to focus on global companies headquartered in specific countries. Please indicate how much you trust global companies 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
Canada, Germany, Sweden headquartered companies most trusted – emerging
markets still lag MOST TRUSTED NATIONAL IDENTITY FOR COMPANIES – GLOBAL
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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
ACTION CONSUMERS
EMPLOYEES
G E N E R A L P O P U L AT I O N
SOCIAL ACTIVIST
S
CEO
BOARD OF
DIRECTORS
GOVERNMENT OFFICIALS
ACADEMICS
TECHNICAL
EXPERTS
ELITE MEDIA
TO 2013 FROM 2000
FEW MANY
DICTATE CO-CREATE
FIXED FLEXIBLE
MONOLOGUE DIALOGUE
CONTROL EMPOWERMENT
PYRAMID OF COMMUNITY
(Horizontal)
PYRAMID OF AUTHORITY
(Vertical)
27
INCLUSIVE management
PYRAMID OF COMMUNITY
(Horizontal)
PYRAMID OF AUTHORITY
(Vertical)
ACTION CONSUMERS
EMPLOYEES
G E N E R A L P O P U L AT I O N
SOCIAL ACTIVIST
S
CEO
BOARD OF
DIRECTORS
GOVERNMENT OFFICIALS
ACADEMICS
TECHNICAL
EXPERTS
ELITE MEDIA
UNDERSTAND that everyone can be an activist now
LISTEN to regular people
PARTICIPATE in the always- on conversation
CREATE and co-create shareable content
BUILD narratives to navigate the new media world
PRACTICE genuine transparency
RECOGNIZE that good business needs profit + purpose + engagement
DESIRED OUTCOMES:
New realities
requires new behaviors
INCREASED TRUST
DEEPER COMMUNITIES
BEHAVIORAL CHANGE
COMMERCIAL SUCCESS
LEADERSHIP THROUGH PUBLIC ENGAGEMENT
