50 citat om ledarskap – Från Entrepreneur

1. ”A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.”
– Rosalynn Carter

2. “A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.”
– Lao Tzu

3. ”It’s hard to lead a cavalry charge if you think you look funny on a horse.”
– Adlai E. Stevenson II

4. ”Great leaders are almost always great simplifiers, who can cut through argument, debate, and doubt to offer a solution everybody can understand.”
– Colin Powell

5. “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.”
– Max DePree

6. ”If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
– John Quincy Adams

7. “A leader is a dealer in hope.”
– Napoleon Bonaparte

8. ”A leader…is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”
– Nelson Mandela

9. “He who has never learned to obey cannot be a good commander.”
– Aristotle

10. ”Leadership is the art of getting someone else to do something you want done because he wants to do it.”
– Dwight D. Eisenhower

11. ”As we look ahead into the next century, leaders will be those who empower others.”
– Bill Gates

12. “A good leader is a person who takes a little more than his share of the blame and a little less than his share of the credit.”
– John Maxwell

13. “Become the kind of leader that people would follow voluntarily; even if you had no title or position.”
– Brian Tracy

14. ”The leaders who offer blood, toil, tears and sweat always get more out of their followers than those who offer safety and a good time. When it comes to the pinch, human beings are heroic.”
– George Orwell

15. “I start each day by telling myself what a positive influence I am on this world.”
– Peter Daisyme

16. “Earn your leadership every day.”
– Michael Jordan

17. ”Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
– Jack Welch

18. “Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”
– Peter Drucker

19. ”My job is not to be easy on people. My job is to take these great people we have and to push them and make them even better.”
– Steve Jobs

20. ”The led must not be compelled. They must be able to choose their own leader.”
– Albert Einstein

21. “Great leaders find ways to connect with their people and help them fulfill their potential.”
– Steven J. Stowell

22. ”To have long-term success as a coach or in any position of leadership, you have to be obsessed in some way.”
– Pat Riley

23. ”If you think you are leading and turn around to see no one following, then you are just taking a walk.”
– Benjamin Hooks

24. “The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly.”
– Jim Rohn

25. ”A man who wants to lead the orchestra must turn his back on the crowd.”
– Max Lucado

26. “To do great things is difficult; but to command great things is more difficult.”
– Friedrich Nietzsche

27. ”It is absolutely necessary…for me to have persons that can think for me, as well as execute orders.”
– George Washington

28. ”Leaders aren’t born, they are made. And they are made just like anything else, through hard work.”
– Vince Lombardi

29. “A cowardly leader is the most dangerous of men.”
– Stephen King

30. ”A man always has two reasons for doing anything: a good reason and the real reason.”
– J.P. Morgan

31. “Not the cry, but the flight of a wild duck, leads the flock to fly and follow.”
– Chinese Proverb

32. ”The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.”
– Martin Luther King, Jr.

33. “No man will make a great leader who wants to do it all himself, or to get all the credit for doing it.”
– Andrew Carnegie

34. ”Average leaders raise the bar on themselves; good leaders raise the bar for others; great leaders inspire others to raise their own bar.”
– Orrin Woodward

35. ”Those who try to lead the people can only do so by following the mob.”
– Oscar Wilde

36. “Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.”
– Sam Walton

37. “Example is not the main thing in influencing others. It is the only thing.”
– Albert Schweitzer

38. “If your actions create a legacy that inspires others to dream more, learn more, do more and become more, then, you are an excellent leader.”
– Dolly Parton

39. “I am reminded how hollow the label of leadership sometimes is and how heroic followership can be.”
– Warren Bennis

40. “In this world a man must either be an anvil or hammer.”
– Henry W. Longfellow

41. “It is absurd that a man should rule others, who cannot rule himself. (Absurdum est ut alios regat, qui seipsum regere nescit.)”
– Latin Proverb

42. “The history of the world is but the biography of great men.”
– Thomas Carlyle

43. “A ruler should be slow to punish and swift to reward.”
– Ovid

44. “You don’t have to hold a position in order to be a leader”
– Henry Ford

45. “Rely on your own strength of body and soul. Take for your star self-reliance, faith, honesty, and industry. Don’t take too much advice — keep at the helm and steer your own ship, and remember that the great art of commanding is to take a fair share of the work. Fire above the mark you intend to hit. Energy, invincible determination with the right motive, are the levers that move the world.”
– Noah Porter

46. ”Don’t blow off another’s candle for it won’t make yours shine brighter.”
– Jaachynma N.E. Agu

47. “I cannot give you the formula for success, but I can give you the formula for failure, which is: Try to please everybody.”
– Herbert Swope

48. “He who has learned how to obey will know how to command.”
– Solon

49. “If one is lucky, a solitary fantasy can totally transform one million realities.”
– Maya Angelou

50. “The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it.”
– Theodore Roosevelt

Bonus:

“Screw it, let’s just do it.” – Richard Branson

Ny i företaget

JOBBSTARTEN En bra frukost…….

Hur många nyanställda har inte gjort misstaget att de börjar springa innan de kan gå?

Det är ett misstag som kan påverka både samarbete och den faktiska förmågan på jobbet. Kom överens med den nyanställde att ni ser den första tiden som läroperiod för att lära känna medarbetare och kunder och rutiner i företaget och få ett grepp om de specialkunskaper som jobbet kräver. Undvik en situation där den anställde känner att han/hon måste imponera och inte gärna frågar om hjälp av rädsla att upplevas som ett problem. (Ungefär som när du och jag ibland inte ställde frågor i skolan av rädsla att få sämre betyg….). Problem kommer att uppstå under infasningen, hur kompetent och erfaren personen än är, för detta är ett nytt jobb – men med rätt coachning och stöd undviker man att personen känner att det är något ”fel” på honom/henne eller på jobbet. Betrakta det som ett naturligt och väntat steg mellan nybörjare och självgående medarbetare.

Först när detta är klart, och den nyanställde har lärt sig att gå, i rätt riktning, så har han/hon verkligen ”anlänt” till det nya jobbet, i sina egna och omgivningens ögon. Då trappar man upp kraven samtidigt som man behåller andan av att detta är ett race som du som arbetsgivare och den anställde kör tillsammans – på samma sida mot samma mål.

Tydligt och bestämt ledarskap, med realism och med hjärta.

Från boken ”Fokus rekrytering” av Bengt Alvång

Genom att öka förståelsen för varandras arbetssätt kan samarbetsförmåga förbättras.

En fallstudie från verkligheten: Två medarbetare, en platschef och en direkt underställd teamansvarig, som var och en var uppskattade av VD, drog inte riktigt jämnt. Inga öppna gräl, men outtalad irritation där båda upplevde att den andre prioriterade felaktigt. Den underställde hade efter anställning blivit väldigt populär bland medarbetarna och hade dessutom höjt omsättningen och åstadkommit en nytändning. Trots detta blev det alltså ”slitningar” och Fokus ombads ingripa. Ibland är det lättare för en extern person att gripa in, som inte har en gemensam historia med de inblandade.

Båda personerna fyllde i JSA och deras inbördes olikheter och likheter i arbetsstrategi och prioriteringar sammanställdes. Båda två fick därefter ett utvecklingssamtal med vår konsult, där dels a) personens egna styrkor och svagheter (i relation till deras respektive tjänst) lyftes fram och diskuterades, och dels b) en konstruktiv jämförelse av personens arbetsstrategi och prioriteringar med den andre personens (chefens resp. den underställdes).

Personlig information användes alltså inte. Enbart testresultat låg till grund för feedbacken, vilket säkerställde att pajkastning undveks.

Uppdragsgivaren, VD, fick efter de enskilda samtalen en konstruktiv feedback från vår konsult, baserad på vad han behövde veta för att kunna tillhandahålla en lämplig coachning eller utbildning till sin personal.

Inledningsvis var båda medarbetarna visserligen intresserade av att lösa situationen, men, som fallet många gånger är, så var inställningen ganska mycket att situationen skulle lösas genom att DEN ANDRE PERSONEN inser sina fel och brister. Känns det igen?

Utvecklingsinsatsen ökade emellertid toleransen och självinsikten hos båda, vilket tillsammans med VDs insatser fick det fortsatta samarbetet att fungera utan större problem.

Genuin personlig uppmärksamhet- En konfliktlösare

Från artikel publicerad i Verkstadstidningen

En VD i ett verkstadsföretag hade problem med en anställd som jobbade med service ute hos kunderna. Han skötte inte sitt jobb som han skulle, vilket hade äventyrat flera viktiga kunder, och VDn hade inte lyckats rätta till det. Han tyckte att den anställde hade ”attitydproblem” och trodde nu att avsked var enda lösningen.

Jag frågade honom om han verkligen tagit upp problemet rakt och direkt. Han svarade ”Jajamensan. Senast i går sa jag till honom på skarpen att jag inte accepterade att han inte hade gjort klart en sak hos en kund.” ”Ok,” sa jag, ”men har du verkligen pratat med honom? Vet han om hur stort problem du har med det här? Har du intresserat dig för hur han ser på situationen?” ”Nej,…..”

Detta är inte alltför ovanligt. Handlingskraftiga chefer som ändå faktiskt backar från att ta en förtroendefull dialog med en anställd. Det är bland det svåraste som finns – att åstadkomma en prestigebefriad och icke-anklagande dialog, när situationen börjat bli infekterad. Hade detta varit lätt så hade konflikter knappast existerat på arbetsplatser.

Om man själv lägger an en ifrågasättande attityd, och inte längre pratar med den andre personen, så påverkar man givetvis den andres inställning till en själv. För hur lätt är det att vara öppen och ärlig om du blir ifrågasatt? Om man hela tiden tänker om den anställde ”Nu kommer han snart med sitt skitsnack…” så lär det komma – för vem vill ha fel i sina förutsägelser! Det är nästan magiskt och ligger inom området skapande tänkande och målbilder – du får det du förväntar dig.

På ett företag i VVS-branschen hade VDn ”samarbetsproblem” med större delen av sin personal. Han var både intelligent och handlingskraftig, men han var inte den typ av person som inbjöd till ett gemytligt litet samtal, om man säger så. Kommunikationen mellan honom och personalen hade brutit samman. Jag övertalade honom att låta mig göra en klimatanalys på personalen i företaget. När jag kom till företaget för att göra dessa intervjuer, ville de inte alls ”svara på några frågor från någon konsult” – och min uppdragsgivare var behändigt nog bortrest. Så fientligt var tonläget. I lunchrummet fick jag förklara för de 20 medarbetarna att jag också var på deras sida, och att jag hade tystnadsplikt angående vem som säger vad, och att detta var deras chans att låta chefen höra vad de verkligen anser. Det gick hem, och jag kunde genomföra analysen.

Jag sammanställde sedan de synpunkter som var mest förekommande. När jag visade dem för VDn började han genast kritisera personalens åsikter, etc. etc. Jag påpekade att det var så här som de såg på saken, och att det inte handlade om vad som är ”sant” eller inte. Jag coachade honom i hur han nu skulle hålla ett möte med de anställda. Jag fick träna honom i att bara läsa upp synpunkterna, punkt för punkt, och visa personalen att han har förstått dem. Inte säga vad han tyckte och inte argumentera. Inte ens försöka ”lösa problemen”. Bara försöka att genuint förstå att detta är deras synpunkter, att det är så här de känner och tycker, och att visa dem att han har tagit emot och förstått varje enskild punkt. Bara förstått det, inte mer. Det tog lite tid detta, för jag ville inte att han skulle ”fejka empati”; han måste göra det på riktigt, med respekt för deras sida av saken. Han höll sedan mötet, och detta utplånade konflikterna!

Tidigare hade de som tog upp något med honom omedelbart blivit motbevisade och överbevisade, och därefter gick de ut till sina arbetskompisar och lättade på trycket. Skitsnack är aldrig försvarbart, men i ett sådant här läge kan man säga att det är chefen själv som är upphovet. Inte genom sina beslut, utan genom att inte ta vad andra säger på allvar.

Kanske är det den största bristvaran i alla mänskliga relationer – genuin personlig uppmärksamhet.

Bengt Alvång

OM LEDARSKAP

Av major C.A. Bach, Fort Sheridan U.S.A

Med introduktion av Napoleon Hill.
Från ”The law of success in 16 lessons”, 1928

During the World War I was fortunate enough to listen to a great soldier’s analysis of how to be a leader. This analysis was given to the student-officers of the Second Training Camp at Fort Sheridan, by Major C. A. Bach, a quiet, unassuming army officer acting as an instructor. I have preserved a copy of this address because I believe it to be one of the finest lessons on leadership ever recorded.

The wisdom of Major Bach’s address is so vital to the business man aspiring to leadership, or to the section boss, or to the stenographer, or to the foreman of the shop, or to the president of the works, that I have preserved it as a part of this Reading Course. It is my earnest hope that through the agency of this course this remarkable dissertation on leadership will find its way into the hands of every employer and every worker and every ambitious person who aspires to leadership in any walk of life. The principles upon which the address is based are as applicable to leadership in business and industry and finance as they are in the successful conduct of warfare.

Major Bach spoke as follows:

In a short time each of you men will control the lives of a certain number of other men. You will have in your charge loyal but untrained citizens, who look to you for instruction and guidance. Your word will be their law. Your most casual remark will be remembered. Your mannerisms will be aped. Your clothing, your carriage, your vocabulary, your manner of command will be imitated.

When you join your organization you will find there a willing body of men who ask from you nothing more than the qualities that will command their respect, their loyalty and their obedience. They are perfectly ready and eager to follow you so long as you can convince them that you have these qualities. When the time comes that they are satisfied you do not possess them you might as well kiss yourself good-bye. Your usefulness in that organization is at an end.

From the standpoint of society, the world may be divided into leaders and followers. The professions have their leaders, the financial world has its leaders. In all this leadership it is difficult, if not impossible, to separate from the element of pure leadership that selfish element of personal gain or advantage to the individual, without which any leadership would lose its value.

It is in military service only, where men freely sacrifice their lives for a faith, where men are willing to suffer and die for the right or the prevention of a wrong, that we can hope to realize leadership in its most exalted and disinterested sense. Therefore, when I say leadership, I mean military leadership.

In a few days the great mass of you men will receive commissions as officers. These commissions will not make you leaders; they will merely make you officers. They will place you in a position where you can become leaders if you possess the proper attributes. But you must make good, not so much with the men over you as with the men under you.
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Men must and will follow into battle officers who are not leaders, but the driving power behind these men is not enthusiasm but discipline. They go with doubt and trembling that prompts the unspoken question, ”What will he do next?” Such men obey the letter of their orders but no more. Of devotion to their commander, of exalted enthusiasm which scorns personal risk, of self-sacrifice to insure his personal safety, they know nothing. Their legs carry them forward because their brain and their training tell them they must go. Their spirit does not go with them.

Great results are not achieved by cold, passive, unresponsive soldiers. They don’t go very far and they stop as soon as they can. Leadership not only demands but receives the willing, unhesitating, unfaltering obedience and loyalty of other men; and a devotion that will cause them, when the time comes, to follow their uncrowned king to hell and back again, if necessary.

You will ask yourselves: ”Of just what, then, does leadership consist? What must I do to become a leader? What are the attributes of leadership, and how can I cultivate them?”

Leadership is a composite of a number of qualities. Among the most important I would list Self- confidence, Moral Ascendency, Self-Sacrifice, Paternalism, Fairness, Initiative, Decision, Dignity, Courage. Self-confidence results, first, from exact knowledge; second, the ability to impart that knowledge; and third, the feeling of superiority over others that naturally follows. All these give the officer poise. To lead, you must know! You may bluff all of your men some of the time, but you can’t do it all the time. Men will not have confidence in an officer unless he knows his business, and he must know it from the ground up.

The officer should know more about paper work than his first sergeant and company clerk put together; he should know more about messing than his mess sergeant; more about diseases of the horse than his troop farrier. He should be at least as good a shot as any man in his company.

If the officer does not know, and demonstrates the fact that he does not know, it is entirely human for the soldier to say to himself, ”To hell with him. He doesn’t know as much about this as I do,” and calmly disregard the instructions received.
There is no substitute for accurate knowledge!

Become so well informed that men will hunt you up to ask questions; that your brother officers will say to one another, ”Ask Smith – he knows.”

And not only should each officer know thoroughly the duties of his own grade, but he should study those of the two grades next above him. A two- fold benefit attaches to this. He prepares himself for duties which may fall to his lot any time during battle; he further gains a broader viewpoint which enables him to appreciate the necessity for the issuance of orders and join more intelligently in their execution.

Not only must the officer know but he must be able to put what he knows into grammatical, interesting, forceful English. He must learn to stand on his feet and speak without embarrassment.

I am told that in British training camps student-officers are required to deliver ten minute talks on any subject they choose. That is excellent practice. For to speak clearly one must think clearly, and clear, logical thinking expresses itself in definite, positive orders.

While self-confidence is the result of knowing more than your men, Moral Ascendency over them is based upon your belief that you are the better man. To gain and maintain this ascendency you must have self-control, physical vitality and endurance and moral force. You must have yourself so well in hand that, even though in battle you be scared stiff, you will never show fear. For if by so much as a hurried movement or a trembling of the hands, or a change of expression, or a hasty order hastily revoked, you indicate your mental condition it will be reflected in your men in a far greater degree.
In garrison or camp many instances will arise to try your temper and wreck the sweetness of your disposition. If at such times you ”fly off the handle” you have no business to be in charge of men. For men in anger say and do things that they almost invariably regret afterward.

An officer should never apologize to his men; also an officer should never be guilty of an act for which his sense of justice tells him he should apologize.

Another element in gaining Moral Ascendency lies in the possession of enough physical vitality and endurance to withstand the hardships to which you and your men are subjected, and a dauntless spirit that enables you not only to accept them cheerfully but to minimize their magnitude.

Make light of your troubles, belittle your trials and you will help vitally to build up within your organization an esprit whose value in time of stress cannot be measured.

Moral force is the third element in gaining Moral Ascendency. To exert moral force you must live clean; you must have sufficient brain power to see the right and the will to do right.
Be an example to your men!

An officer can be a power for good or a power for evil. Don’t preach to them – that will be worse than useless. Live the kind of life you would have them lead, and you will be surprised to see the number that will imitate you.
A loud-mouthed, profane captain who is careless of his personal appearance will have a loud-mouthed, profane, dirty company. Remember what I tell you. Your company will be the reflection of yourself! If you have a rotten company it will be because you are a rotten captain.

Self-sacrifice is essential to leadership. You will give, give, all the time. You will give of yourself physically, for the longest hours, the hardest work and the greatest responsibility are the lot of the captain. He is the first man up in the morning and the last man in at night. He works while others sleep.

You will give of yourself mentally, in sympathy and appreciation for the troubles of men in your charge. This one’s mother has died, and that one has lost all his savings in a bank failure. They may desire help, but more than anything else they desire sympathy. Don’t make the mistake of turning such men down with the statement that you have troubles of your own, for every time you do that you knock a stone out o f the foundation of your house.

Your men are your foundation, and your house of leadership will tumble about your ears unless it rests securely upon them. Finally, you will give of your own slender financial resources. You will frequently spend your own money to conserve the health and well-being of your men or to assist them when in trouble. Generally you get your money back. Very frequently you must charge it off to profit and loss.
Even so, it is worth the cost.

When I say that paternalism is essential to leadership I use the term in its better sense. I do not now refer to that form of paternalism which robs men of initiative, self-reliance and self-respect. I refer to the paternalism that manifests itself in a watchful care for the comfort and welfare of those in your charge.

Soldiers are much like children. You must see that they have shelter, food and clothing, the best that your utmost efforts can provide. You must see that they have food to eat before you think of your own; that they have each as good a bed as can be provided before you consider where you will sleep. You must be far more solicitous of their comfort than of your own. You must look after their health. You must conserve their strength by not demanding needless exertion or useless labor.

And by doing all these things you are breathing life into what would be otherwise a mere machine. You are creating a soul in your organization that will make the mass respond to you as though it were one man. And that is esprit.

And when your organization has this esprit you will wake up some morning and discover that the tables have been turned; that instead of your constantly looking out for them they have, without even a hint from you, taken up the task of looking out for you. You will find that a detail is always there to see that your tent, if you have one, is promptly pitched; that the most and the cleanest bedding is brought to your tent; that from some mysterious source two eggs have been added to your supper when no one else has any; that an extra man is helping your men give your horse a supergrooming; that your wishes are anticipated; that every man is ”Johnny-on- the-spot.” And then you have arrived!

You cannot treat all men alike! A punishment that would be dismissed by one man with a shrug of the shoulders is mental anguish for another. A company commander who, for a given offense, has a standard punishment that applies to all is either too indolent or too stupid to study the personality of his men. In his case justice is certainly blind.

Study your men as carefully as a surgeon studies a difficult case. And when you are sure of your diagnosis apply the remedy. And remember that you apply the remedy to effect a cure, not merely to see the victim squirm. It may be necessary to cut deep, but when you are satisfied as to your diagnosis don’t be diverted from your purpose by any false sympathy for the patient.

Hand in hand with fairness in awarding punishment walks fairness in giving credit. Everybody hates a human hog. When one of your men has accomplished an especially creditable piece of work see that he gets the proper reward. Turn heaven and earth upside down to get it for him. Don’t try to take it away from him and hog it for yourself. You may do this and get away with it, but you have lost the respect and loyalty of your men. Sooner or later your brother officers will hear of it and shun you like a leper. In war there is glory enough for all. Give the man under you his due. The man who always takes and never gives is not a leader. He is a parasite.

There is another kind of fairness – that which will prevent an officer from abusing the privileges of his rank. When you exact respect from soldiers be sure you treat them with equal respect. Build up their manhood and self-respect. Don’t try to pull it down.

For an officer to be overbearing and insulting in the treatment of enlisted men is the act of a coward. He ties the man to a tree with the ropes of discipline and then strikes him in the face knowing full well that the man cannot strike back.
Consideration, courtesy and respect from officers toward enlisted men are not incompatible with discipline. They are parts of our discipline. Without initiative and decision no man can expect to lead.

In maneuvers you will frequently see, when an emergency arises, certain men calmly give instant orders which later, on analysis, prove to be, if not exactly the right thing, very nearly the right thing to have done. You will see other men in emergency become badly rattled; their brains refuse to work, or they give a hasty order, revoke it; give another, revoke that; in short, show every indication of being in a blue funk.

Regarding the first man you may say: ”That man is a genius. He hasn’t had time to reason this thing out. He acts intuitively.” Forget it! Genius is merely the capacity for taking infinite pains. The man who was ready is the man who has prepared himself. He has studied beforehand the possible situations that might arise; he has made tentative plans covering such situations. When he is confronted by the emergency he is ready to meet it. He must have sufficient mental alertness to appreciate the problem that confronts him and the power of quick reasoning to determine what changes are necessary in his already formulated plan. He must also have the decision to order the execution and stick to his orders.

Any reasonable order in an emergency is better than no order. The situation is there. Meet it. It is better to do something and do the wrong thing than to hesitate, hunt around for the right thing to do and wind up by doing nothing at all. And, having decided on a line of action, stick to it. Don’t vacillate. Men have no confidence in an officer who doesn’t know his own mind.

Occasionally you will be called upon to meet a situation which no reasonable human being could anticipate. If you have prepared yourself to meet other emergencies which you could anticipate, the mental training you have thereby gained will enable you to act promptly and with calmness.

You must frequently act without orders from higher authority. Time will not permit you to wait for them. Here again enters the importance of studying the work of officers above you. If you have a comprehensive grasp of the entire situation and can
form an idea of the general plan of your superiors, that and your previous emergency training will enable you to determine that the responsibility is yours and to issue the necessary orders without delay.

The element of personal dignity is important in military leadership. Be the friend of your men, but do not become their intimate. Your men should stand in awe of you – not fear! If your men presume to become familiar it is your fault, and not theirs. Your actions have encouraged them to do so. And, above all things, don’t cheapen yourself by courting their friendship or currying their favor. They will despise: you for it. If you are worthy of their loyalty and respect and devotion they will surely give all these without asking. If you are not, nothing that you can do will win them.

It is exceedingly difficult for an officer to be dignified while wearing a dirty, spotted uniform and a three days’ stubble of whiskers on his face. Such a man lacks self-respect, and self-respect is an essential of dignity.

There may be occasions when your work entails dirty clothes and an unshaved face. Your men all look that way. At such times there is ample reason for your appearance. In fact, it would be a mistake to look too clean – they would think that you were, not doing your share. But as soon as this unusual occasion has passed set an example for personal neatness.

And then I would mention courage. Moral courage you need as well as mental courage – that kind of moral courage which enables you to adhere without faltering to a determined course of action, which your judgment has indicated is the one best suited to secure the desired results.

You will find many times, especially in action, that, after having issued your orders to do a certain thing, you will be beset by misgivings and doubts; you will see, or think you see, other and better means for accomplishing the object sought. You will be strongly tempted to change your orders. Don’t do it until it is clearly manifested that your first orders were radically wrong. For, if you do, you will be again worried by doubts as to the efficacy of your second orders.

Every time you change your orders without obvious reason you weaken your authority and impair the confidence of your men. Have the moral courage to stand by your order and see it through.

Moral courage further demands that you assume the responsibility for your own acts. If your subordinates have loyally carried out your orders and the movement you directed is a failure the failure is yours, not theirs. Yours would have been the honor had it been successful. Take the blame if it results in disaster. Don’t try to shift it to a subordinate and make him the goat. That is a cowardly act. Furthermore, you will need moral courage to determine the fate of those under you. You will frequently be called upon for recommendations for promotion or demotion of officers and non- commissioned officers in your immediate command.

Keep clearly in mind your personal integrity and the duty you owe your country. Do not let yourself be deflected from a strict sense of justice by feelings of personal friendship. If your own brother is your sec- and lieutenant, and you find him unfit to hold his commission, eliminate him. If you don’t your lack of moral courage may result in the loss of valuable lives.
If, on the other hand, you are called upon for a recommendation concerning a man whom, for personal reasons, you thoroughly dislike, do not fail to do him full justice. Remember that your aim is the general good, not the satisfaction of an individual grudge.

I am taking it for granted that you have physical courage. I need not tell you how necessary that is. Courage is more than bravery. Bravery is fearlessness – the absence of fear. The merest dolt may be brave, because he lacks the mentality to appreciate his danger; he doesn’t know enough to be afraid.

Courage, however, is that firmness of spirit, that moral backbone which, while fully appreciating the danger involved, nevertheless goes on with the undertaking. Bravery is physical; courage is mental and moral. You may be cold all over; your hands may tremble; your legs may quake; your knees be ready to give way-that is fear. If, nevertheless, you go forward; if, in spite of this physical defection you continue to lead your men against the enemy, you have courage. The physical manifestations of fear will pass away. You may never experience them but once. They are the ”buck fever” of the hunter who tries to shoot his first deer. You must not give way to them.

A number of years ago, while taking a course in demolitions, the class of which I was a member was handling dynamite. The instructor said, regarding its manipulation: ”I must caution you gentlemen to be careful in the use of these explosives. One man has but one accident.” And so I would caution you. If you give way to fear that will doubtless beset you in your first action; if you show the white feather; if you let your men go forward while you hunt a shell crater, you will never again have the opportunity of leading those men.

Use judgment in calling on your men for displays of physical courage or bravery. Don’t ask any man to go where you would not go yourself. If your common sense tells you that the place is too dangerous for you to venture into, then it is too dangerous for him. You know his life is as valuable to him as yours is to you.

Occasionally some of your men must be exposed to danger which you cannot share. A message must be taken across a fire-swept zone. You call for volunteers. If your men know you and know that you are ”right” you will never lack volunteers, for they will know your heart is in your work, that you are giving your country the best you have, that you would willingly carry the message yourself if you could. Your example and enthusiasm will have inspired them.
And, lastly, if you aspire to leadership, I would urge you to study men.

Get under their skins and find out what is inside. Some men are quite different from what they appear to be on the surface. Determine the workings of their mind.

Much of General Robert E. Lee’s success as a leader may be ascribed to his ability as a psychologist. He knew most of his opponents from West Point days; knew the workings of their minds; and he believed that they would do certain things
under certain circumstances. In nearly every case he was able to anticipate their movements and block the execution.
You cannot know your opponent in this war in the same way. But you can know your own men. You can study each to determine wherein lies his strength and his weakness; which man can be relied upon to the last gasp and which cannot.
Know your men, know your business, know yourself!

Tre faser i en lyckad chefsrekrytering.

”Varför vill du vara chef?” Det är en fråga värd att ställa vid en chefsrekrytering – och värt att få ett personligt svar på. Nöj dig inte med ”Jag gillar utmaningen” eller ”Jag är bra på det”. VAD i chefskapet är det som lockar? Kanske är några av de mest olämpliga kandidaterna de som har ett starkt behov av att vara chef över andra? Men före och efter intervjuer med kandidater finns två andra viktiga faser i rekryteringen:

Rätt Kravprofil

Kravprofilen kräver bland annat ett visst hum om vad man kan få tag på. Rekryteringsföretag kan ibland ge in-put angående det, om de kör kontinuerliga rekryteringsuppdrag av liknande slag. Det är också viktigt att inte bara ange en massa krav, helt utan inbördes gradering. Det är något som är speciellt vanligt när många kockar skall ha ett ord med i laget. Tag ställning till: Vad är absoluta krav? Vad är väldigt önskvärt? Vad är ”ett plus”? Viktigt är också att se det från de sökandes sida – för vem är denna tjänst RÄTT STEG? Det ger ofta en bra bild av vem man är ute efter.

Att bestämma kravprofil är inte bara en ”platsannonsfråga”. Det är ofta här saker ställs på sin spets och företagsstrategi koordineras. Vad vill vi med denna rekrytering? Hur skall tjänsten relatera till de andra avdelningarna? Vad gör vi om ett år när vi planerar att …” osv. osv.

Ibland påverkas kravprofilen av att man vill undvika samma problem som med den förra chefen, snarare än att man ställer upp en kravprofil som helt enklet motsvarar den faktiska arbetssituationen och dess framtid. I kölvattnet efter en chef som ägnade för mycket tid åt pappersarbete vill man ha en handlingskraftig chef, och väljer kanske en person som visar sig vara en riktig köra-över-typ eller enbart en impulsiv social talang. Eller, för att undvika misstaget att återigen få in en alltför burdus och dominant chef, så får man en väldigt angenäm chef som inte kan ställa några som helst krav på andra.

Rätt Urval

Det är oftast inte realistiskt att kräva att man får ”den idealiska kandidaten”, eftersom tiden är begränsad. Även om man har det som riktmärke. Man vill ha en person som är tillräckligt nära idealbilden för att bli en bra tillgång. Tillräcklig erfarenhet och utbildning, samt tillräckligt passande personliga egenskaper. Det som inte är perfekt kompenseras av VILJA att jobba på samma sida mot samma mål och ett omdöme och en kraft att verkligen få jobbet gjort. Men, även om man kan klara nästan vadsomhelst med en stark vilja, så är det inte värt priset om man inte har fallenheten, därav vikten av matchning – från allas synpunkt.

Allra värst är att få in en person som inte litar på andra och som ser dolda budskap och illvilliga rävspel bakom helt oskyldiga frågor, kommentarer eller beslut. Du har träffat på dessa – men de går att undvika att få in, om du a) lägger märke till om du blir överdrivet självkritisk och försiktig med vad du säger under intervjun b) lägger märke till om personen inte ”släpper in dig” och ger alla rätta svar men har garden uppe, och – allra viktigast – c) går till botten med referenstagningen.

Rätt Jobbstart

Även, eller speciellt, en handlingskraftig chef kan begå misstaget att börja springa innan han kan gå. Först när han eller hon satt sig in i branschen, produkterna, personalen, logistiken osv. osv. kan han/hon fatta realistiska och vettiga beslut som inte ställer till problem. Inför anställningen är det också viktigt att personen fått klart för sig hur du kommer att mäta framstegen framöver. Man måste vara överens om spelreglerna.

Slutligen ett citat från Bengt-Åke Gustafsson, ”– Spelaren skall känna att han får göra det han är bra på … och att han blir bättre.

Vad är en lyckad rekrytering?

Vad är en lyckad rekrytering?

När du som arbetsgivare tänker på riktigt lyckade rekryteringar så finns det säkert ett antal gemensamma nämnare, vad gäller beteende, hos de personer som anställdes vid dessa. Frånsett att de givetvis levererade, utförde sitt jobb med bra kvalitet och kvantitet.

Det positiva var inte, som någon elakt skulle kunna påstå, att de ”alltid gör som du säger” eller ”alltid är vänliga” eller ”aldrig kritiserar”. Eller hur?

Personen från en lyckad rekrytering:

Har en positiv effekt på medarbetares, chefers och underställdas känslomässiga läge.

Jobbar självständigt men har omdöme att be om hjälp när det krävs.

Tar initiativ utifrån kompetens, ansvarsområde och bedömning av konsekvens och värde för företaget.

Bidrar till den sociala sammanhållningen och stämningen på företaget. Bryr sig om andra, är intresserad, uppmärksam, håller kontakten.

Anstränger sig verkligen att uppfylla rimliga krav för tjänsten, och har omdöme och styrka nog att säga till om kravet är orimligt, eller för att föreslå de förändringar som krävs för att kraven skall kunna uppnås.

Reder ut orsaken ifall anställningen i längden SÄNKER personens humör. Om orsaken ej går att hantera trots upprepade försök under rimlig tid, tar då mått och steg för att byta arbetsuppgifter eller arbetsgivare.

Ser värdet av att hjälpa andra medarbetare, men kan säga nej.

Anstränger sig att skilja på sak och person och handskas konstruktivt med kritik.

Tar upp rätt sak med rätt person, både vad gäller kritik och rent arbetsmässiga frågor.

Låter inte den personliga ryggsäcken förstöra för sig själv eller andra på jobbet, men förnekar den inte heller utan försöker reda ut den ifall den är för tung.

Utbildar sig kontinuerligt till den grad som krävs för att utföra arbetsuppgifterna, och ser till att få sådan utbildning även om ingen annan tar initiativet.

Skötsamhet, uppträdande och moral i tillräcklig nivå för att inte utgöra belastning för personen själv eller omgivningen/arbetsgivaren. Ärlig.

Bidrag från läsekretsen:

Att vara lojal mot arbetsgivaren (även utanför arbetsplatsen).

Vill DU lägga till någon punkt som du tycker är viktig?

Eller tycker du att någon punkt är helt fel eller behöver justeras?

Maila mycket gärna dina synpunkter till bengt@fokus.nu. Vi kommer inte att ange källan ifall vi publicerar det.