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Leadership is a hot topic Leadership image Risks of being a leader Leadership jungle

Defining leadership Credibility key to successful leadership Business Leadership is welded to performance

Profit focused leadership with a Swedish touch Profit culture part of Swedish business model

A Pragmatic Approach to Leadership

Program

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Career path and experience

CEO at Dynapac AB 2001 – 2007 (Sweden) LBO 2004-2007 Business Area Manager at Gunnebo Security 1999 – 2000 (Germany) Turnaround CEO at Dynapac AB 1991 – 1999 (Sweden) Transformation President at Kalmar Light Forklift Truck Division 1990 – 1991 (UK / USA) Make or break Managing Director at Componenta International B.V 1989 – 1990 (Netherlands) Integration   Managing Director at Robot Pompen B.V 1987 – 1988 (Netherlands) Turnaround Managing Director at Dynapac GmbH Germany 1987 – 1987 (Germany) Integration Managing Director at Dynapac - Hoes GmbH Germany 1986 – 1986 (Germany) Make or break   Managing Director at Componenta Benelux B.V 1983 – 1986 (Netherlands) Transformation  Managing Director at Bofors Benelux B.V 1978 – 1983 (Netherlands) Growth Sales Manager at Bofors Benelux B.V 1976 – 1978 (Netherlands) Growth Manager Technical Division at Oost Afrikaansche Compagnie 1974 – 1976 (Liberia) Africanizing Technical Sales Manager at Oost Afrikaansche Compagnie 1971 – 1974 (Liberia) Transformation Transport / Tech. Manager at H Ray Geological Surveys 1969 – 1971 Challenging

conditions

(Abu-Dhabi / Libya)

Working conditions

Abu-Dhabi Libyan Sahara

Executive offices

Weekly supplies

Equipment & Local staff

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7Leadership is a hot topic!

Results 1 - 10 of about 34.600.000 for leadership and management.

Results 1 - 10 of about 1.730.000 for leadership coaching

Results 1 - 10 of about 338.000 for pragmatic approach to leadership

Google results leadership

“Majority of people involved in leadership training, education, coaching or consulting have never been in a leadership position”

Leaders often fall short on two major assumptions…………..

Many Leaders just don't recognize or understand………

There are two critical potential danger signals for Leaders ……..

Executives have good reason to be scared……..

They don’t know how………

Lots of opinions:

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Leadership image deteriorating

All CEOs are guilty of the financial crisis. All boards are unaccountable. Nearly half of the senior-level female executives have no interest in becoming CEO. One in three senior-level male executives is not interested in becoming a CEO.  Many younger executives are not interested. Balance work and private life is seen as a clear obstacle in making a successful international

career.

 Here is the new Spirit of the Times that is plaguing corporate land:

”Has the CEO’s job popularity really diminished due to the financial crisis?”

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Forty percent of CEO’s last no more than two years in their job The average tenure of CEO’s working for companies owned by equity

companies is less than 18 months By failing to live up to their early promise, outsider CEOs are at greater risk of

being fired than insiders Everything is dispensable, including CEO’s

The risks of being a leader

"You get only one chance to get it right"

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10The leadership jungle

Autocratic Leadership

Bureaucratic Leadership

Charismatic Leadership

Democratic Leadership

Participative Leadership

Transactional Leadership

Transformational Leadership

People-Oriented Leadership

Relations-Oriented Leadership

Servant Leadership

Task-Oriented Leadership

Etc

Etc

“Only challenge is to pick the right one at the right time and situation”!

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Emotion

Defining leadership style boils down to common sense and attitude

”Leadership boils down to wearing many hats”

Leadership style to be adjusted to the situation there is no fit to all solutions

Pressure of problems reveal our true character

Cultures

Situation

Capability to bridge cultural skills together

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> In short Walk the Talk

ExternalExternal

InternalInternal

Credibility key to successful leadership whatever the situation

Respect agreements Make no U-turns Live up to expectations Show consistent behavior Be fair under all circumstances Be honest Use simple language No may be or don’t knows Never say never Demonstrate courage

> In short Walk the Talk Live up to share holders expectation Live up to customers expectations

“Credibility takes a lot of time to build, but it can be lost in an instant”

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Business Leadership is welded to performance.

Heavy expectations from impatient boards of directors.

Intensified pressure from shareholders, unions, and competitors.

Little time to get your act together 90 to 100 days to do a diagnostic. Another 30 days to turn that into a compelling, motivating and realistic vision. Four months to take stock and design a road map A year at most to wrestle the enterprise onto the right track and generate shareholders value.

“Underperformance, Not Ethics, Gets CEO’s fired”

“There is no longer any safe haven for chief executives who can't deliver superior results.”

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14Profit focused leadership with a Swedish touch

Trust makes it possible to have a high degree of delegation.

Consensus driven leadership important key to sustainable profitability.

A well prepared business case based on facts and figures will be honored with consensus without making major compromises.

Swedes enter a meeting room: Well prepared what ever the subject is Listen, participate, contribute ,but are critical They will not provoke, not raise their voice, not disagree for the sake of

disagreeing and are committed to whatever decisions is made.

“Soft on People, Hard on Facts”

“Swedish companies are very much aware that human capital and their strong brand name linked to quality are their biggest asset”

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Route to reach consensus

0

50

100

Preperation Introduction Presentproposal

Questions Resolveconcern

Call forconsensus

Others Swedes

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Profit culture part of Swedish model

Swedish owned companies like Ikea, H&M, SKF, Scania, Volvo, Atlas Copco, Dynapac, Sandvik etc are profit leaders in their segment.

Swedish companies owned by foreign entities like SAAB, Volvo cars were on the brink of collapse or surrounded by uncertainty.

Option schemes for all employees is common practice for Swedish companies and dates back to the seventies.

Environmental and safety issues have been common practice for many years. To be part of a top performing company delivering high quality products or

services motivates and boost self-confidence even in Sweden. It helps attract reliable employees with the skills the business needs for

success.

“They appear to be more focusing on being credible, honest and ethical rather than profit oriented and ambitious”

“Sweden leads in areas such as shareholder value, customer satisfaction and management trustworthiness”

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Swedish touch to solve credibility crisis

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”The present credibility crisis might need a Swedish business model based on trust, consensus and where safety and environment are part

of a long industrial tradition”