Kategori: Leadership development

Articles about development for leaders.

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Selvinnsikt som fundament for ledelse – nøkkelen til bærekraftig suksess

Hva er det viktigste en leder trenger å mestre i vår komplekse og dynamiske verden? Teknologisk innsikt, strategisk klokskap eller kanskje evnen til å motivere medarbeidere? Alt dette er viktig, men det finnes én egenskap som ofte blir oversett, til tross for at den er helt avgjørende: selvinnsikt.

Selvinnsikt handler ikke bare om å forstå dine styrker og svakheter, men også om å være klar over hvordan du påvirker andre mennesker rundt deg. Dette er kjernen i Rune Semundseths bok, Kjernen i ledelse, hvor han påpeker at selvinnsikt er selve fundamentet en god leder bygger sin rolle og påvirkning på.

De fire lederrollene – KISS-modellen

Semundseth introduserer fire sentrale lederroller, elegant samlet under akronymet KISS:

  • Kompetansebyggeren: Lederens evne til å dyrke og utvikle talent, kompetanse og faglighet i organisasjonen. En kompetansebygger forstår hvor viktig det er å investere i menneskers vekst.
  • Inspiratoren: Lederen som tenner gnisten og skaper mening. Inspiratoren får medarbeidere til å ville mer, våge mer og tro på det umulige.
  • Strategen: Lederen med overblikk og perspektiv, som ser muligheter og retning der andre ser kaos og usikkerhet. Strategen tar modige beslutninger som setter organisasjonen i posisjon til langsiktig suksess.
  • Sekundanten: Den empatiske støttespilleren som står ved medarbeidernes side i gode og vanskelige tider. Sekundanten gir støtte, korrigerer forsiktig, og er en trygg base for å teste grenser og utvikle mot.

Refleksjon som superkraft

Men hvordan blir man god i disse rollene? Rune argumenterer for at svaret ligger i refleksjon, et av de mest kraftfulle verktøyene ledere har tilgjengelig. Boken trekker inn forskning om læring og metakognisjon, som bekrefter hvor viktig det er å ikke bare handle, men også forstå hvorfor og hvordan vi handler.

Metakognisjon, eller det å tenke over egen tenkning, hjelper ledere å finjustere sin atferd og oppnå en dypere forståelse av seg selv og sin lederstil. Når ledere aktivt reflekterer, kan de raskere korrigere kursen, unngå fallgruver og forsterke det som fungerer.

Fra selvinnsikt til lederskap med mening

Å utvikle selvinnsikt er ingen enkel prosess – den krever mot, ærlighet og tålmodighet. Men belønningen er uvurderlig. En leder med god selvinnsikt forstår sin påvirkning, både den tilsiktede og den utilsiktede. Det skaper et lederskap som er genuint, autentisk og effektivt.

Boken Kjernen i ledelse utfordrer oss til å stille viktige spørsmål:

  • Hvordan opplever andre mitt lederskap?
  • Hvilken lederrolle (KISS) er min styrke, og hvilken bør jeg utvikle videre?
  • Hva kan jeg gjøre for å skape større innsikt og refleksjon rundt mitt eget lederskap?

Tør du ta reisen?

Å bli en leder med sterk selvinnsikt er en kontinuerlig reise. Rune Semundseth gir deg verktøyene, perspektivene og forskningsgrunnlaget du trenger for å lykkes. Men avgjørelsen – og motet til å sette dette ut i praksis – ligger hos deg.

Så, er du klar til å bygge ditt lederskap på fundamentet av selvinnsikt?

Les boken. Reflekter. Utvikle deg. Fordi fremtidens ledere er de som kjenner seg selv aller best.

And in English

Self-awareness as the foundation of leadership – the key to sustainable success

What is the most important skill a leader needs to master in our complex and dynamic world? Technological insight, strategic wisdom, or perhaps the ability to motivate employees? All these aspects are vital, but there’s one skill often overlooked, despite being absolutely critical: self-awareness.

Self-awareness isn’t just about knowing your strengths and weaknesses; it’s also about understanding how you affect the people around you. This is at the core of Rune Semundseth’s book, The Essence of Leadership (Kjernen i ledelse), where he emphasizes that self-awareness is the essential foundation upon which effective leadership is built.

The Four Leadership Roles – The KISS Model

Semundseth introduces four central leadership roles, elegantly grouped under the acronym KISS:

  • The Competence Builder: The leader’s ability to cultivate and develop talent, skills, and professional expertise within the organization. A competence builder understands the importance of investing in people’s growth.
  • The Inspirer: The leader who ignites passion and creates meaning. The Inspirer motivates employees to aspire for more, take risks, and believe in achieving the seemingly impossible.
  • The Strategist: The leader who provides vision and perspective, recognizing opportunities and direction where others see chaos and uncertainty. The Strategist makes courageous decisions positioning the organization for long-term success.
  • The Supporter: The empathetic ally who stands by team members during both good times and difficult periods. The Supporter provides gentle correction, encouragement, and a safe foundation for testing boundaries and building courage.

Reflection as a Superpower

But how does one excel in these roles? Rune argues that the answer lies in reflection, one of the most powerful tools leaders have at their disposal. Drawing on research in learning and metacognition, the book highlights how essential it is not only to act but also to understand the reasons and methods behind our actions.

Metacognition, or thinking about one’s own thinking, enables leaders to fine-tune their behavior and gain deeper insights into themselves and their leadership styles. Leaders who actively reflect can swiftly correct their course, avoid pitfalls, and reinforce effective strategies.

From Self-awareness to Meaningful Leadership

Developing self-awareness isn’t an easy process—it requires courage, honesty, and patience. Yet, the rewards are invaluable. A leader with strong self-awareness understands their impact, both intended and unintended. This results in a leadership style that is genuine, authentic, and effective.

The Essence of Leadership challenges us to ask crucial questions:

  • How do others perceive my leadership?
  • Which leadership role (KISS) is my strength, and which one should I further develop?
  • What can I do to foster deeper insight and reflection around my own leadership?

Are You Ready for the Journey?

Becoming a leader with robust self-awareness is an ongoing journey. Rune Semundseth provides the tools, perspectives, and research foundation needed to succeed. However, the decision—and the courage to put this into practice—is yours alone.

So, are you ready to build your leadership on the foundation of self-awareness?

Read the book. Reflect. Grow. Because the leaders of tomorrow are those who understand themselves the best.

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Coaching in Chaos: How to Master Fear and Future Leadership

What does it take to be one of the top coaches in the world? In this exclusive conversation, Dr. Marcia Reynolds—recognized globally as a top 5 leadership coach—shares her incredible journey, her groundbreaking insights, and her powerful perspectives on the future of coaching in a rapidly changing world.

From Uncertainty to Mastery: Marcia’s Journey

Marcia Reynolds didn’t start at the top. She began her career facing uncertainties and doubts, much like any aspiring professional. Through resilience, curiosity, and a relentless passion for personal growth, she navigated challenges and fears to emerge as one of coaching’s most influential voices. Marcia candidly shares the pivotal moments and difficult decisions that shaped her remarkable career.

AI and Coaching: Threat or Opportunity?

With artificial intelligence rapidly advancing, many coaches are asking themselves: «What role will I play when technology takes over?» Marcia brings clarity and calm to this question, exploring how AI can become a powerful partner rather than a replacement. She highlights the enduring human qualities—empathy, intuition, and deep emotional connection—that technology cannot replicate.

Bridging the Gap: Leadership in a Chaotic World

Marcia passionately advocates for authentic human connection and leadership rooted in empathy and vulnerability. Her upcoming keynote, «Bridging the Gap: Preserving Humanity in a Chaotic World,» offers practical strategies for leaders and individuals to thrive personally and professionally despite uncertainty. She challenges us to rethink how we lead, live, and love in an increasingly fragmented world.

Conquering Fear: The Heart of Effective Coaching

Fear is inevitable—but what separates outstanding coaches from the rest is how they handle it. Marcia emphasizes the transformative power of embracing vulnerability and authenticity. She shares personal experiences where facing fear directly led to her greatest breakthroughs and successes.

Insight from Bestselling Books

In her acclaimed books, «Coach the Person, Not the Problem» and «Outsmart Your Brain,» Marcia offers profound yet practical tools to help coaches and leaders:

  • Understand the critical difference between addressing immediate issues and deeply understanding the person behind the problem.
  • Master techniques to overcome limiting beliefs and optimize mental clarity, focus, and performance.

Marcia’s Top Advice for Coaches (New and Experienced!)

Whether you’re just starting your coaching journey or you’ve been in the field for years, Marcia shares her invaluable insights:

  • Avoid common pitfalls by focusing on the person rather than just the issue.
  • Embrace vulnerability and courageously face your own fears—this authenticity will profoundly impact your clients.

Final Thoughts

Dr. Marcia Reynolds reminds us that the future belongs to those who dare to face uncertainty with curiosity and courage. Coaching isn’t merely about solving problems; it’s about understanding the human beings behind them.

Ready to dive deeper into Marcia’s inspiring insights and actionable strategies? Don’t miss our full conversation—it’s an empowering journey you won’t want to skip!

Stay brave, stay curious, and keep coaching the person, not just the problem.

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A Conversation with Per-Egill Frostmann: Insights on Leadership, Change Management, and the Future of Leadership

In the latest episode of «The Talk by Mentorguru», I had the pleasure of interviewing Per-Egill Frostmann, one of Norway’s most experienced advisors in leadership and organizational development. With over 30 years of experience as an executive coach, mentor, and consultant, Per-Egill has worked with leading organizations in Norway and internationally.

Key Topics We Covered in the Episode:

  1. How to Build Effective Leadership Teams – What distinguishes a high-performing team from one that struggles?
  2. Common Pitfalls in Change Management – Per-Egill shares his experiences on what often goes wrong and how to avoid it.
  3. The Future of Leadership – How can today’s leaders prepare for a world that is changing faster than ever?
  4. Personal Reflection – How do you stay motivated and relevant after decades of demanding work?

Key Quotes from the Episode:

  • «We learn more from our failures than from our successes.»
  • «Cultural differences challenge leaders to think differently but also provide great opportunities.»
  • «Effective leadership teams start with trust – without it, everything else falls apart.»
  • Chris Argyris says: «No one can develop anyone else, except the individual themselves. The door to development is locked from the inside.»

Listen to the Full Episode:

Tune in to gain all these insights and more! You can find us on your favorite podcast platform.

Join the Conversation:

What do you think are the biggest leadership challenges of the future? Share your thoughts in the comments and let’s discuss!

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Leadership

The main difference between an administrator and a manager is that an administrator focuses on planning and organizing resources to deliver results.

A leader will inspire, motivate and influence people to achieve both their own goals – and goals for the company.

Listen to my recent podcast episode for more: https://podcasts.apple.com/no/podcast/the-talk-by-mentorguru/id1621845633?i=1000629899538

This episode is in Norwegian, but there are plenty of episodes in English.

Podcast: The talk – by Mentorguru

At Spotify, Apple podcast and Google podcast

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Leadership When It Matters Most: Should Mentoring Be a Part of the Equation? – Part 1

Leadership is a critical component of any organization’s success, and it is never more apparent than in times of crisis or when important decisions need to be made. Whether it’s navigating a global pandemic, facing financial hardships, or dealing with a major industry disruption, effective leadership can make all the difference. But what role does mentoring play in leadership when it matters most? Should leaders prioritize mentorship during challenging times? This article explores the intersection of leadership and mentoring and highlights the benefits of incorporating mentoring into leadership practices during crucial moments.

The Importance of Leadership During Critical Times

Leadership is not just about guiding a team during smooth sailing; it’s about steering the ship through turbulent waters. When an organization faces a crisis or is confronted with a significant decision, strong and visionary leadership becomes paramount. Effective leaders must inspire confidence, provide direction, and offer solutions when the going gets tough. They must also maintain morale, communicate transparently, and adapt swiftly to changing circumstances.

Leadership, however, is not solely about the person in charge but extends to the team as a whole. Leaders are tasked with developing the skills and capabilities of their team members to ensure the organization can overcome challenges collectively.

The Role of Mentoring in Leadership

Mentoring is a practice that involves an experienced individual (the mentor) guiding and supporting a less-experienced person (the mentee) in their personal or professional development. While mentoring is often associated with career growth and skill-building, it also plays a crucial role in leadership development, particularly during times of crisis or important decision-making.

Here are some reasons why mentoring should be a part of leadership when it matters most:

  1. Knowledge Transfer: Mentoring allows experienced leaders to share their wisdom, knowledge, and expertise with emerging leaders. During critical moments, this knowledge transfer can be invaluable in making informed decisions and navigating complex situations.
  2. Emotional Support: Leadership during challenging times can be emotionally taxing. Mentoring provides a safe space for leaders to discuss their concerns, fears, and uncertainties with a trusted mentor, which can help alleviate stress and improve decision-making.
  3. Skill Development: Effective leaders possess a wide range of skills, including communication, adaptability, and problem-solving. Mentoring provides an opportunity for mentees to develop these skills under the guidance of experienced leaders.
  4. Accountability: Mentoring relationships often involve setting goals and tracking progress. This accountability can be particularly beneficial during high-stress periods, ensuring that leaders stay focused on their objectives.
  5. Perspective and Feedback: Mentors can offer valuable outside perspectives and honest feedback, helping leaders make more informed decisions and avoid potential pitfalls.

Read my next blogpost where I write more about this theme.

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How to be relevant at work in the future

It’s not just about keeping up with technology. Interpersonal skills will be at least as valuable to companies in the years to come

Yvonne Fosser wrote that in the new business magazine in Norway called AW (Asking Why).

I totally understand what she thinks and I really agree, and together with being update on your field of expertise. I got five tip for always stay relevant. And my tip no. 5 is maybe a bit strange, but if you have been in the business for a long time, try to get a young person to be your mentor. It’s called reverse mentoring.

1. Take responsibility, then you will get opportunities and you will gain trust.

2. Be constructively critical. Management needs input on what can go wrong, and suggestions for improvements

3. Be an active co-worker

4. Help your colleagues 

5. Get a mentor, if you have worked for a long time consider reversed mentoring.
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How to ask someone to be your mentor

Mentorship has a big impact on workplace wellness and productivity. Nine in 10 workers, 91%, who have a career mentor say they are happy in their jobs (https://www.cnbc.com/2019/07/16/nine-in-10-workers-who-have-a-mentor-say-they-are-happy-in-their-jobs.html ).
In contrast, four out of 10 professionals who don’t have a mentor have considered quitting in the last quarter.

«The benefits of mentorship are clear, so why doesn’t everyone have a mentor? Companies often create mentorship programs, but individuals may be left to choose for themselves whether they want to participate. And simply being assigned a mentor likely isn’t enough to foster a real difference in happiness at work via any of the measures noted above». Source CNBC.

It is important that the potential mentee get to choose to be in a mentoring program, because you have to get all in…

Try your best to be IN a mentoring program, get your company to start one if they don’t have one yet.

But after trying to get a mentoring program within your company, you still are on your own. Relax, here is the dos and don’ts. The source is GetSmarter.

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Executive coaches help CEOs perform and survive

An article from Ray Williams in Financial Post

The job of a chief executive has never been more challenging or rewarding. Despite generous compensation, perks and attention it can be a lonely one. Which may be why boards and chief executives are increasingly turning to executive coaches to assist the heads of companies in their performance and growth and reduce attrition.

While earlier generations managed without coaches, leaders today face more pressures than at any other time. They must deal with rapidly changing markets, technologies and workforces, increased financial and legal scrutiny … and more. Top executives who feel that they can handle it by themselves are more likely to burn out, and make poor or no decisions, resulting in significant loss of opportunities, human resources and financial resources.

The CEO’s job is unique from several perspectives: No one else needs to hear the truth more, yet gets it less from employees; no one else is the focus of criticism when things go wrong; no one else is the final decision maker on difficult and often lose-lose decisions; and no one else enjoys the same type of hero-celebrity status and rewards.

According to the Harvard Business Review, two of every five new chief executives fail in their first 18 months on the job. And it appears the main reason for failure has nothing to do with competence, knowledge, or experience, but rather with hubris, ego and a leadership style out of touch with today.

Sydney Finkelstein, author of Why Smart Executives Fail, researched several spectacular failures during a six-year period. He concluded that these chief executives had similar deadly habits chiefly related to unchecked egos. David Dotlich and Peter C. Cairo, in their book, Why CEOs Fail: The 11 Behaviors That Can Derail Your Climb To The Top And How To Manage Them, present 11 cogent reasons why leaders fail, most of which have to do with hubris, ego and a lack of emotional intelligence. Call it overconfidence or ego, but powerful and successful leaders often distrust or feel they don’t need advice.

A study by Kelly See, Elizabeth Wolfe Morrison, and Naomi Rothman, published in Organizational Behavior and Human Decision, concluded one characteristic of powerful and successful leaders is high levels of self-confidence. Unfortunately, the researchers say, the higher the self-confidence, the less likely these leaders are open to advice and feedback. They also note that powerful leaders seldom get useful feedback at their organizations. See and her colleagues contend that the enormous stress leaders are under often produce anxiety, fear and physical illness, which strong leaders are hesitant to divulge over concern judgments may be made about their capacities.

One reason for this leadership crisis may be the gaps between how leaders see themselves and how others see them. Call it self-awareness. These blind spots can be career limiting. The wider the gap, the more resistance to change. It also makes it difficult to create a positive organizational culture where openness and honesty are encouraged.

Paul Michelman, writing in the Harvard Business Review Working Knowledge, says most major companies now make coaching a core of their executive development programs. The belief is one-on-one personal interaction with an objective third party can provide a focus other forms of organizational support cannot. A 2004 study by Right Management Consultants found 86% of companies used coaches in their leadership development program.

Marshall Goldsmith, a high-profile coach to leaders in Fortune 500 companies and author of The Leader of the Future, argues leaders need coaches when “they feel that a change in behaviour — either for themselves or their team members — can make a significant difference in the long-term success of the organization.”

Eric Schmidt, chairman and chief executive of Google, said his best advice to new CEOs is to have a coach. “Once I realized I could trust him [the coach] and that he could help me with perspective, I decided this was a great idea…” he said. While he admits the cost of executive coaches, particularly a good one, is not cheap, he adds “compared to the decisions CEOs make, money is not the issue.”

“If you have a new perspective, if you feel better with your team, the board and the marketplace, then you have received real value,” Schmidt says.

“Executives who rise to the C-suite do so largely based upon their ability to consistently make sound decisions. However while it may take years of solid decision-making to reach the boardroom it often times takes one bad decision to fall from the ivory tower. The reality is that in today’s competitive business world an executive is only as good as his/her last decision, or their ability to stay ahead of contemporaries and competitors,” Mike Myatt writes in an article, The Benefits of a Top CEO Coach.

Despite its popularity, many senior executives are reluctant to report they have a coach, says Jonathan Schwartz, former president and chief executive of Sun Microsystems, who had an executive coach.

While board members can be helpful, most leaders shy away from talking to the board about their deepest uncertainties, argues John Kador, in CEO Magazine. Other CEOs can lend an ear, but there are barriers to complete honesty and trust. “No one in the organization needs an honest, close and long-term relationship with a trusted advisor more than a CEO,” writes Kador, who reports conversations with several high-profile CEOs.

The much asked question about coaching is its return on investment. The majority of studies including one by Joy McGovern and her colleagues at  research firm Manchester, indicate that executives who received coaching valued the service between $100,000 and $1-million. Joyce Russell, the Dean of the Robert H. Smith School of Business at the University of Maryland contends that assigning a coach to an executive is nowviewed as a privilege and a sign the organization values the executive’s contributions and is willing to invest money in his or her growth and development.

In my Financial Post articles, Top Dogs are Lonely,The Second Fastest Growing Profession and The Seven Deadly Habits of CEOs, I outlined what is now common practice for chief executives — hiring a personal executive coach — and how it helps them perform better. Professional executive coaches can help leaders improve performance, reduce or eliminate their blind spots and be open to constructive feedback, not only reducing the likelihood of failure, and premature burnout but also providing an atmosphere in which the executive can express fears, failures and dreams.

Ray Williams is President of Ray Williams Associates, a company based in Vancouver providing leadership training and executive coaching services. He can be reached at ray@raywilliamsassociates.com

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What are high achievers doing to win in 2015?

One thing I’ve noticed about high achievers is that they all share a lot of commonalities. They all have habits that make them unique, but I find many similarities when it comes to the things that bring them success.

I recently asked almost thirty different high achievers to tell me what they do to set themselves up for success in the New Year. People like Tony Robbins, Dave Ramsey, Jeff Walker, John Maxwell, and Chris Brogan all let me peek into their year-end process.

After studying their responses, I identified eight commonalities. You can look at these like best practices for getting a jump on the New Year.

By far, the most consistent practice high achievers share to set themselves up for a great year is to reflect on the current one. It came up again and again in their answers.

Doing business with this year is crucial for success in the next.

Tony Robbins keeps a journal of “accomplishments and magic moments” that he revisits. He told me he captures standout moments throughout the year and draws principles from these to set his goals for the New Year.

John Maxwell blocks the last week of the year for reflection. He focuses on the events of last twelve months. Why? “Evaluated reflection turns experience into insight,” he said. And that insight paves the path for what’s next.

If a week seems like a long time for this exercise, Skip Pritchard and Daniel Harkavy both do it in just a day.

But it’s a critical twenty-four hours for the next year. “This time sets me up best to make the critical decisions I need to make to live the most purposeful life I can in the year ahead,” said Daniel.

This review process was a little different for each, but most seemed to focus on what went right, what went wrong, and what could be learned for the upcoming year. In those responses were thoughts about the importance of staying positive and expressing gratitude—which leads directly to the other best practices.

– Michael Hyatt

 

Get the free e-book here

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Are You Afraid to Set Goals for 2015 – here is why

Joy is one of hardest feelings to hold onto, isn’t it? Fear is always crouching nearby ready to snatch it from us.

In Daring Greatly Brené Brown talks about “foreboding joy,” the idea that some sort of disaster looms just around the corner no matter how promising things look for the moment. Instead of experiencing joy, even when things are going well, we feel worry, fear, and dread.

I think this reality is especially problematic when it comes to setting goals for the future. We’re afraid—afraid we’ll fail or that others will fail us. It’s safer not to get our hopes up.

The end result is that we’re rarely disappointed. But at what cost? Brown’s research would say that the cost is joy, happiness, fulfillment, satisfaction, and a wholehearted life.

Is that true for you? It’s sometimes true for me. I can’t count the number of times I’ve let worry and dread steal my joy.

What if You Could Kick Fear to the Curb?

Whenever I let fear do the talking, hope always loses the argument. But what if we could gag our fears long enough to dream, and then a little longer to turn those dreams into actionable goals that might actually change our lives for the better?

Think about your family, your finances, your health, your career, or that dream you locked away months or even years ago because it felt too remote, too impossible. What could happen if you could build a plan, starting right now, that was proven to move the needle in the areas of your life that matter most?

Here’s what I know from years of coaching others and my own personal experience: The key reason most of us feel this sense of fear when it comes to goal-setting is that we’ve tried before and failed.

But here’s something else I know: It’s not your fault. It’s the fault of a faulty system. The truth is that traditional New Year’s resolutions and goal setting don’t really work.

5 Days to Your Best Year Ever

That’s why I’ve created 5 Days to Your Best Year Ever, a proven and powerful goal-setting process that helps you kick fear to the curb, reconnect with your dreams, and finally realize your potential.

And it does a lot more, too. In 5 Days To Your Best Year Ever I reveal how to:

  • Get crystal clear about what you want in the next twelve months and how you’re going to get there.
  • Confront doubt and see the real possibility of breakthrough in your personal and professional life.
  • Close the door on the nagging, negative feelings from the past so you can set yourself up for success in the present.
  • Take the mystery out of setting effective, reasonable, and achievable goals.
  • Connect with your why so you can tap reserves of emotional energy and motivation when things get difficult and conquer the “messy middle” once and for all.
  • Finally beat worry, procrastination, and that horrible feeling we all experience of being overwhelmed or simply not enough.

– Michael Hyatt

In the next article I will show you Michael Hyatt`s plan you can use for 2015.