Onko meillä eväitä inspiroivaan johtamiseen?

Kenneth Söderholm 11.4.20111

ONKO MEILLÄ EVÄITÄ

INSPIROIVAAN JOHTAMISEEN

Kenneth Söderholm

Oy Karl Fazer Ab

•BACK TO BASICS 2011- Miksi engagement

•Ateneum 6.4.2011


Fazer-konserni lyhyesti

• Vuonna 1891 perustettu perheyritys

• Ruokailupalveluja, leipomo- ja makeistuotteita

• Toimintaa kahdeksassa maassa

• Liikevaihto vuonna 2010 yli 1,5 Mrd €

• 50 % liikevaihdosta Suomen ulkopuolelta

• Henkilöstöä on noin

16 500


Fazer-konserni

Oy Karl Fazer Ab

Fazer Food Services

• Pohjoismaiden ja Baltian johtava ruokailupalveluyritys

• Lähes 1 400 ravintolaa Suomessa, Ruotsissa, Norjassa Tanskassa, Virossa, Latviassa ja Venäjällä

• Noin 360 000 ateriaa päivittäin

• Liikevaihto 575 M€ (2010)

• Henkilöstö 7 500

Fazer Leipomot & Makeiset

• Suomen johtava leipomo- ja makeisalan yritys, yksi johtavista yrityksistä Itämeren alueella ja Venäjällä

• 21 leipomoa Suomessa, Ruotsissa, Virossa, Latviassa, Liettuassa ja Venäjällä

• Makeistehtaat sijaitsevat Suomessa: Vantaalla, Lappeenrannassa ja Karkkilassa

• Liikevaihto 938 M€ (2010)

• Henkilöstö 9 200

Fazer-konserni:liikevaihto 1513 M€

henkilöstö noin 16 500


01/01/2013

WHY WHOM FOR

RESULT

CRITERIAWHEN

HR Strategy Aim Grid

• GROUP, BA & BU MANAGERS

• EMPLOYEES & POTENTIAL EMPLOYEES

• COMMUNITY

High performance and development

driven organization with the culture

characterized by continuous renewal

and high employee engagement

• Common HR strategy, policies & guidelines

• Resource Mgt:

• Employee turnover

• Management review process KPIs

• Competence & Performance Mgt:

• Leadership index.

• Strategic competencies

• Reward Mgt:

•Salary cost and competitiveness.

• Wellbeing:

•Employee satisfaction

• Absenteeism rate

• To support the group vision to grow in all our

businesses and be the most attractive

employer.

• To ensure 2 focus areas of the strategy:

excellent competencies & sufficient resources,

strong leadership skills.


The responsibility for Fazer for Future is ours

• Team spirit• Create a winning spirit

• Understand the big picture

– Commit to common goals

• Clear roles and responsibilities

• Trust and respect each other

• Agreed decision making process

• Communicate

• Listen, discuss, ask for help

• Learn from mistakes

• Be agile and adapt to different situations

• Leadership

• Commitment

– “Play to win” and passion to succeed

• Competence

– Staying ahead of your competitor

• Team player

– We are more than Me

• Execution

– Implementation and execution is key

Values and ethical principles The Fazer Way

Building the winning Fazer for future together!


How to get them committed,

engaged………

this “MNEI”-generation

• ME

• NOW

• EVERYTHING

• IMMEDIATELY


10CC – THE FAMOUS ENGLISH ROCK

GROUP FROM 70’s AND 80’s

• One of their albums had the title ”Mirror Mirror” – The most crucial thing for the leaders of today

–The 10 C’s supporting most important CC’so 1. Clarity

o 2. Courage

o 3. Concrete

o 4. Communicative

o 5. Coherent

o 6. Caring

o 7. Competent

o 8. Change

o 9. Challenge

o 10.Coach

o CUSTOMER

o CONSUMER


10 CC

• 1. CLARITY–To secure the implementation of the strategy by a

true dialogue.

–Clear goal setting ( SMART )

–Fair rewarding


In order to succeed you need:

1) Anatomy (structure, organisation…)

2) Physiology (decision process, information channels …)

3) Psychology (”mgt mindset, global view…)

and these should be implemented in right sequence

- and that is :

3 2 1


Esimiehen rooli strategiavaikuttajana

Function strategies / Finance, IT, Mark etc.

BA strategy

Group strategyBU

strategy

BU

strategy

BU

strategy

BU

strategy

BU

strategy

What’s in it for me!


10 CC

•2. COURAGE–Authentic leader use both their heads and hearts

–Listening skills

–Self-confidence and self-discipline even in tough situations

–Ability to make decisions


The More Things Change, the More They

Stay the Same

Better Cheaper

Faster

Presenter's Name Surname 11.4.201113

10 CC

–3 . CONCRETEo Ability to give the concrete picture of the vision/goal to

be reached

o Ability to break the overall vision to inspirational clear goals

o Agree on concrete steps to reach the goals

Presenter's Name Surname 11.4.201114 Presenter's Name Surname 11.4.201114

10 CC

•4. COMMUNICATIVE

• Do not underestimate how much and how often you

communicate

• Remember that you have two ears and one mouth – use

them also in the same proportion

• Express the ”win to play” attitude in your communication

• Be solution-oriented, not problem-oriented


Howard Gardner’s 7 Intelligences

1. Logical/Mathematical

2. Verbal/Linguistic

3. Spatial/Visual

4. Musical

5. Bodily/Kinesthetic

6. Interpersonal

7. Intrapersonal


Howard Gardner’s 7 Intelligences

1. Logical/Mathematical

2. Verbal/Linguistic

3. Spatial/Visual

4. Musical

5. Bodily/Kinesthetic

6. Interpersonal

7. Intrapersonal Self-awareness

Self-management

Self-motivation

Empathy

Managing relationships


10 CC

•5. COHERENT–Remember that fair treatment is crucial

–Performance is the most important criteria in internal promotion and recruitment

–Remember ”walk the talk”

–Ability to make decisions


CEO’S BALANCING ACT

C customer

EEmployee

OOwner

SSupplier


THE “T” in Trustworthy Leadership

LE

AD

ER

SH

IP

…AND IT HAPPENS SO OFTEN: A good leader of one function cannot lead all functions


10 CC• 6. CARING

–The best way to promote wellbeing is to take care of the development of your team members – because ”employability” is the key world in today’s turbulent world

–Everybody wants to know the goals for coming 12 months, but they also want to know what they should develop in 3-5 years perspective

–Presence and empathy are the key to successful leadership

–Remember that during redundancies it is very important to take care of the wellbeing of the people who stay as well as those who have to leave – Note! The silent, loyal people


10 CC• 7. COMPETENCE

–Remember that competence is much more than knowledge and skills, it is also attitudes and behaviours.

–Remember both management and leadership skills

– The best leaders are superior in Legacy dimension

–Remember to use the complementary skills in full in your team


10 CC

•8. CHANGE–Proactive people are the agents of change – they do not choose to be

victims, to be reactive and blame others

–Always have the win-win in your mindset

–Try to identify the ”transformers”. The ”lost souls” are critical, but even more are the ”fence sitters”

–People are not by definition against changes, but if you do not have the information you cannot take responsiblity. On the other hand, if you have the information you usually want to take responsibility in a change situation


10 CC•9. CHALLENGE

–Remember that a certain amount of stress is positive

–The next generation likes challenges – give them the opportunity

–Before decsion making: listen and challenge your people

Kenneth Söderholm 11.4.201124 The ability to control the situation ( competence )

AREA OF PANIC

Too many challenges

Not enough control

Too much will

Too many goals

Lack of competence

Nervous

Split

Too eager

”I MUST”

No will

No goals

Too high competence

”LAGGARD”-

AREA

Sleepy

Lazy

Bored”I AM

SURE”

THE ”CHALLENGE AREA”


10 CC

•10. COACH–Remember that by far the most effective way to

develop your people is by coaching them

–Coaching is solution-driven – not problem-driven approach

–Coaching forces you to do the things our generation is not skillful in doing – reflection

–Coaching is at it’s best a very focused and result-driven process

– Ability to make decisions


HERTZBERG MOTIVATION-HYGIEN THEORY

HYGIEN FACTORS MOTIVATION FACTORS

Lead to: - job unsatisfaction

- low performanceLead to: - job satisfaction

- high performance

40% 30% 20% 10% 10% 20% 30% 40%

SIZE OF EFFECT

DURATION OF THE EFFECT

RECOGNITION

WORK CONTENT

ACHIEVEMENT

RESPONSIBILITY

WORKING CONDITION

CAREER POSSIBILITIES

COMPANY POLICY

LEADERSHIP

SALARY

RELATIONSHIPS TO MANAGER

AND COLLEAGUES

Business

Onko meillä eväitä inspiroivaan johtamiseen?