Develop Your CQ!

Develop Your CQ!

Our world is more and more global. Nothing new about that, right? We export and import products and services from wherever to wherever. Globalisation is an acceleration that accelerates. Globalisation also leads to people travelling anywhere and some feel they have to move, to get a better life. It is a challenge for all countries, companies and individuals.

At the same time it is a great opportunity. We need our differences. We all know that our differences and different skills are essential for innovation and development of our success. Otherwise we have decided that we are fully developed as we are right now.

To be able to utlize our differences we need a different mindset. You and I have to develop our CQ, our Cultural Intelligences. A high CQ will give you the advantage to embrace all people with great ideas and knowledge, no matter cultural differences.

If we are too homogen we will stagnate. Imagine a company where all leaders are of the same sex, born and raced in the same culture and believes in the same religion. It will be a very homogen group with the same thoughts, ideas etc. It will be a short term success but not in the long run.

When we shareish heterogenity we will prospure! Easier said but not as easily done! It all starts with ourselves. We have to decide to develop our CQ and embrace our differences.
A high CQ means that you have a high skill of developing relations and effectively deal with situations where there is need of cultural differences.

To consciously hire employees with cultural differences is a start. But the advantage will be lost if you try to form them out of your own values. Good CQ skills means that you:

  • Have the Motivation, will, courage and drive to learn, take contact and collaborate with people from other cultures. 
  • Have the Knowledge of other people uniform standards, and understand what differences are the most relevant. Above all you have to see, understand and admit how your own culture has shaped you. How it has made you give your lookalikes preferential treatment. ­
  • Have a clear Strategy for how you interpret the differences between cultures. It helps you to plan how you minimize conflicts out of cultural differences. Beware of generalization/make sweeping statements. to much. You cannot predict how each indvidual will behave. 
  • Adapt and act. Adapt the way you meet, how you communicate with others. So the understanding increases over cutural differences. The goal must not be to manipulate but to be truthful, sincere and trustful.

How does one begin in your business, organisation etc etc. Well, it all starts with yourself. Develop your CQ and do it truthfully from the bottom of your heart! 
Be a raw model for others! Others will hopefully follow because #PeopleMakePeopleGrow. When people grow, companies and countries will develop in success in our globalized world.


When your coworkers become quite…

When your coworkers become quite…

Swedish Business people are known for being hopeless to work with, since we question everything! And of course, if you are used to employees that never question anything, we question a lot.

However, one may think, is it better that your coworkers execute an order they know is bad or wrong? Or to be questioned and find out that the order should be redirected, reversed, changed or developed. Well, we think the latter.

Now, in line with this it is common to believe that in all situations we (in Sweden) need to have consensus in all our decisions, only because we ask questions. I will claim it is not so. But inclusion is of great importance!

To ensure that, you request your fellow coworkers to voice an opinion before a decision is made, and maybe you will find other aspects that would be taken into account. The other effect achieved is that you will have coworkers with an understanding why the decision was made, and please note, not necessarily their way.

Inclusion, not consensus.

The more often we make decisions together, the less ”management” they need, and a more self managed and creative organization we will have.

Say=Do=Act as a leader

Say=Do=Act as a leader

 We are all leaders! We start with leading ourselves! The answer that comes to you may be, ”of course”!

But when we think about the role we have ”to lead ourselves” and how good we think we are in that leader role. It may come some questions or doubts how good we are. Let´s check it out.

  • Do you always do in the way you want to act?
    • I have had to much to eat, but it tastes so good!
    • I only cross the street when it is green light, but there is no car coming
    • I always deliver and do things in time, but this is not that important….
      • to me… and I tell myself, in good time, that I may be late, and it is okey.
      • to him/her, I I tell them that I am late, in good time, that I may be late, and it is okey they say
    • I am always okey, no matter situation, but how do I respond to others ”failures”
    • I always do my best, I trust myself, I wouldn´t cheat me
      • But do I always trust others? If not, maybe I really not trust myself. I try to cheat myself but I don´t tell myself that

What we say is important in our lifes and if we always, daily, act  in the same way. It is a signal of being a good leader to myself. If you feel that it is more or less tough to lead yourself, it will get even more tough to lead others. Why is that so?

We all know the answer. Children do as you act, speak and do on a daily basis. They listen to what you say, but if you act and do not in coherenece with what you say. They will not follow you. They will act as you do, not as you say.

This principle is no different in other relations (parent-child, employer-employee, etc etc). The trust in the relations is more built on say=do=act in coherence. It builds trust. You earn trust from your child, employee, teamplayer built on the principle. If you want trustful relation? Follow the principle and it makes sense to follow you as a leader. Always and always …. Act as you Do as you Say.

Take some minutes to reflect how you act, do and say! Do you build trust with yourself?

If you want to be a good leader. Start with yourself and get really good att Say=Do=Act. Be true to yourself and you will be truthful and trustful with and to others.


Hur ofta tar du tempen?

Hur ofta tar du tempen?

Härom dagen så hörde jag ett uttryck som fastnade. ”Att ha medarbetarsamtal en gång om året är som att klä sig hela året efter att ha avläst temperaturen 1 gång per år”. Men så här är det väl inte? Jo, kanske i en eller annan verksamhet. Vad jag alldeles för ofta hör när jag är ute hos företag är ”jajustja, det har vi (jag) inte hunnit med”. Varför är det så?

Jag tänker att det kan bero på flera saker. Dels så kanske jag som chef känner mig obekväm med att faktiskt utvärdera mina medarbetare/kollegor. Effekten om jag endast gör det en gång om året gör det inte enklare för då kanske behovet blivit stort. Men om man tänker ur medarbetarperspektiv, ska jag bara få reda på en gång om året om jag gör ett bra jobb eller ej?

Jag kanske ska följa en mall som jag kanske inte riktigt ser värdet i och som i värsta fall inte är anpassad för just mitt samtal, vilket gör att jag inte ser värdet med samtalet och därmed ”prioriterar ned”.

Ibland ska dessa medarbetarsamtal genomföras av någon annan än närmaste chefen, någon som inte känner mig eller min prestation, tja då faller också en del av värdet i samtalet.

Sen hör jag ofta att vi tycker väldigt mycket om att få en klapp på axeln, lite beröm, lite feedback, men när det kommer till att ge beröm är det många som säger att det kanske borde ske oftare.

Vad skulle hända om vi varannan vecka avsatte 5 minuter per medarbetare och ställde frågan:

– Hur tycker du att din prestation varit sen vi pratade senast?

– Så här tycker jag att den har varit…….utifrån det vi sa senast.

– Är det något i din vardag som skulle underlätta för dig att göra en bättre prestation?

– Vad tycker du att vi ska göra åt det?

Det kanske känns obekvämt i början, men jag vill påstå att vi ganska snabbt får en förändring både i prestation men även att vi får medarbetare med ett större engagemang och som presterar bättre, och framför allt, medarbetare som vet om och när de gjort ett bra jobb.

Är inte detta en av de viktigaste uppgifter jag har som chef?