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Archive for category: leadership

We’re accepting the Blogg 100 Challenge

1 March, 2016
1 March, 2016

Challenge Blogg 100

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Blogg 100 – what’s that? Five years ago Fredrik Wass , a multi-talented journalist/social media/media expert started the challenge to publish one blog post a day for a period of one hundred days.

I’m joining for the third time – and this time I’m planning to make it! Although most posts will be in Swedish, I plan to publish excerpts in English. Maybe not every day, if the subject is just TOO local. Tell me what you think!

#Blogg100 logo

A lot has happened since last time I accepted the challenge. I’ve added a few talents and diplomas to my CV – one is the Authorized Facilitator and TeamCoach at Team Coaching Institute another. I also joined a group of fellow team coaches in the unit BestTeam at bestteam.se My speciality in the team is to follow research in teams. And of course – to support high performing teams in their being or staying at the top.

Subjects I will cover in my posts include (but are not limited to) leadership, communication, crisis communications, change management, coaching and sales.

LUCK-boken om hållbart ledarskap

…and the International version of the “LUCKc Concept for Sustainable Leadership” will hit the market this year!

 

I hope you like this post – and the ones to follow! If you care even more – why not join our mailing list?

This is the premiere of the Swedish Challenge #Blogg100. From this date (March 1, 2016 I will post no less than one article – for 100 days dagar.  

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0 Comments/in Change Management, leadership, The LUCK Concept /by johanlange

Do YOU see the opening? Do you act – or not?

4 August, 2014
4 August, 2014

It’s time to get back to work. If not like full speed – at least delivering a few proposals, plans and material. Except for the ordinary – who are you planning to approach this year? What openings are possible – and what are YOU aware of that others don’t? Do YOU see the opening for your business? It may just be WIDE open! Here’s a recent post on that “Portal”:

Post by Johan Lange.

When planning Sales, it’s extremely easy to forget about past business. That impressive list of past customers. Why don’t you call them? Pay them a visit? Share one of those great business books you just KNOW they’ll love!

Related posts:

  • How to make Milennials LOVE Selling
  • Physical moves lead to digital ations
  • How to lose customers – and how to win them back again – the LUCKy way
0 Comments/in Affärsutveckling @sv, leadership, Sales /by johanlange

You are about to see a number of corporations die

24 June, 2014
24 June, 2014

Screenshot 2014-06-24 09.02.07

Cruise

Watching this video you may share the idea of a lot of people right now: “Taxis are gone in a few years”. I disagree – but what I’m pretty sure of is you are about to see a number of corporations die. Not the business. Why?

Because most corporations will not act on the signals until it’s too late. The problem may just pass. We hope. Ahhhhg. It didn’t…

But SOME will. That’s adaption to the new circumstances, as described by Darwin.

Now, watch the movie.

 

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0 Comments/in Change Management, leadership /by johanlange

Feedback – Feed-forward – Coaching Style

21 October, 2013
21 October, 2013

A lot has been written on the subject of Feedback. Many claim feedback in general has a rather low impact, especially over time. Here’s one 

Management Rewired: Why Feedback Doesn’t Work and Other Surprising Lessons from the Latest Brain Science

 

A lot of managers and leaders agree. “I see a change at first – but then everything returns to used-to-be”. Here’s a model I’m trying currently:

Feedback_Feedforward_Coaching 2013-10-21

 

Related posts:

  • Feedback vs. Coachande förhållningssätt
  • Om att vårda hjärnans trädgård – SCARF-modellen
  • Why Generation D means Good Things – for all of us!
0 Comments/in Change Management, leadership, LUCKConcept, Philosophy, Productivity /by johanlange

Why control & command leadership is a bad idea – and what might happen if you use it

7 December, 2012
7 December, 2012

The old way of controlling activities no doubt has worked for a long time. But to make it happen you needed:

1.  To own remarkably more power than the ones controlled

2. More skills than your employees

3. Few alternatives for staff to move to

4. Low cognitive content of the work to be performed

 

Let’s have a look at these areas in an old and present perspective:

1. Power of management (and promotion!)

In the really old days no 1 was given by the system: The boss of your factory or medieval count simply owned the ground/the factory/your soul. Today? Starting at school, most students know more about computers, gaming and tv series. What about at work? In an ever-growing process more and more of your employees are not attracted to the “management power” – either not listening to controlling managers – or skipping the whole management thing, having a great life instead of a promotion.

As they invented or at least knew a lot more than the staff they hired this was mostly true.

2. The boss had more skills than their staff

Move backwards a few centuries and the Boss had full control of every aspect of all processes. Now, try keeping up to speed with all your employees areas of knowledge!

3. Few alternatives to move to

In ancient Sweden, workers were often in deep debt to the owner of the factory. And if they were not, their income was mostly in a local currency only valid in the area of production. Today? Youngsters know moving is learning!

 4. The cognitive content of work

Whatever position you check today – from CEOs to cleaning the streets – need computer interaction, as well as at least a faint understanding of our mission and strategy – to act appropriate in my operative/tactical actions. Hence, if you staff is in disbelief you’re in trouble. There are just TOO many ways of stopping machinery if you disagree with management. No need to go to drastic actions like throwing your clogs into “Spinning Jenny” (workers interfered with the machines ruining their market by throwing the “sabot”s into the machine – hence “sabotage”!).

Here’s a view on what a too wide divide management – staff may result in:

So – what leadership would you go for to prevent this divide?

As you know by now – I have my ideas…

Related posts:

  • Different Lean Styles – which one is you?
  • Utvecklar er IT-avdelning er verksamhet – eller levererar de bara?
  • What your Garden can tell you about Leadership
0 Comments/in Humor, leadership, LUCKConcept /by johanlange

Why Generation D means Good Things – for all of us!

27 June, 2012
27 June, 2012

There’s been a lot of talk about the new generation (isn’t there always? Even Sokrates complained over disobeying youngsters) and especially Generation D, where D stands for Disruptive. Not to mention all changes happening to most our known structures. This generation faces an economical future that for the first time in history is worse than the one their partents met.

Ready to act – high demanding – but also prepared to deliver (Stockholm and Helsinki RollerDerby teams)

I for one use to claim personal differences are often bigger than generalizing So, is there anything special with this generation? Often, differences on the individual level are a lot bigger. But, if there are indeed theses differences – which are they – and yet more: How should I act if I’m a manager? (And I will conclude – what they’re asking for is at work is something we should all have asked for long ago!)

They need more attention – and have shorter attention span. Take the MTV effect. Double or triple it. We need action. Great! Let’s GO for action!

They expect more feedback – Well, great news again! We all need that, in fact human beings are juat that by mirroring in others minds and communication.

They expect kickbacks – well, that’s just great – as this is normally how it works! But what are the kickbacks, and what levels of kickbacks are achieved when and how?

So as a boss, what do y0u need to do?

My recommendations:

SLA – Seen, listened to, acknowledged – simple actions, but you need to  prepare yourself – your mind and philosophy – before the action is needed.
We all have this need, so better get prepared. It’s a great tool as it works both ways: Seeing some-one and giving feedback makes you visible as well!

Transparency by Reverse leadership style – telling people what to do is out of age. Not only will it stop people from thinking – it only opens a handy escape route as what you are telling is percieved  YOUR goal, not theirs. (Of course you won’t notice as we all learned play the of the game.)
Instead: Regularly ask your employees to present goals, reasons and strategies – why we do what we’re doing et cetera. You not only get to know what is known, but also basic values, how they regard your leadership and – the way business is run.

Coach in a goal-centric way – skip discussions of “right or wrong” issues. In the age of ubiquitous search discussions about who is wrong and who is not is pointless and will only drag the both of you down and you will lose momentum. Focus on “Why?” questions and reverse goal-setting. You may rapidly hear how well goals are understood. (How can one achieve goals that aren’t clear?)

Employees of today need to know it all – from Vision and Mission via Strategy to Tactical/Operations level. The needs of generation D will benefit us all – if we’re just willing to be a little bit more open, transparent – and… demanding! I strongly believe we are now at a good point in history to re-vitalize Management and Leadership.

What do YOU think?
Do you have any similar (or completely different) experiences?
(You may answer in Swedish if that makes you feel better – I’ll provide a reasonable translation in the flow.)

Thanks to Ari Lightman, presenter of this topic at the Enterprise 2.0 conference recently in Boston, MA.

Johan

Related posts:

  • Why Generation D means Good Things – for all of us!
  • Some REALLY cool stuff from Enterprise 2.0 I’ll cover
  • I’m attending the Enterprise 2.0 conference
0 Comments/in Change Management, Coaching, leadership, LUCKConcept, Transparency /by johanlange

Why Generation D means Good Things – for all of us!

27 June, 2012
27 June, 2012

There’s been a lot of talk about the new generation (isn’t there always? Even Sokrates complained over disobeying youngsters) and especially Generation D, where D stands for Disruptive. Not to mention all changes happening to most our known structures. This generation faces an economical future that for the first time in history is worse than the one their partents met.

Ready to act – high demanding – but also prepared to deliver (Stockholm and Helsinki RollerDerby teams)

I for one use to claim personal differences are often bigger than generalizing So, is there anything special with this generation? Often, differences on the individual level are a lot bigger. But, if there are indeed theses differences – which are they – and yet more: How should I act if I’m a manager? (And I will conclude – what they’re asking for is at work is something we should all have asked for long ago!)

They need more attention – and have shorter attention span. Take the MTV effect. Double or triple it. We need action. Great! Let’s GO for action!

They expect more feedback – Well, great news again! We all need that, in fact human beings are juat that by mirroring in others minds and communication.

They expect kickbacks – well, that’s just great – as this is normally how it works! But what are the kickbacks, and what levels of kickbacks are achieved when and how?

So as a boss, what do y0u need to do?

My recommendations:

SLA – Seen, listened to, acknowledged – simple actions, but you need to  prepare yourself – your mind and philosophy – before the action is needed.
We all have this need, so better get prepared. It’s a great tool as it works both ways: Seeing some-one and giving feedback makes you visible as well!

Transparency by Reverse leadership style – telling people what to do is out of age. Not only will it stop people from thinking – it only opens a handy escape route as what you are telling is percieved  YOUR goal, not theirs. (Of course you won’t notice as we all learned play the of the game.)
Instead: Regularly ask your employees to present goals, reasons and strategies – why we do what we’re doing et cetera. You not only get to know what is known, but also basic values, how they regard your leadership and – the way business is run.

Coach in a goal-centric way – skip discussions of “right or wrong” issues. In the age of ubiquitous search discussions about who is wrong and who is not is pointless and will only drag the both of you down and you will lose momentum. Focus on “Why?” questions and reverse goal-setting. You may rapidly hear how well goals are understood. (How can one achieve goals that aren’t clear?)

Employees of today need to know it all – from Vision and Mission via Strategy to Tactical/Operations level. The needs of generation D will benefit us all – if we’re just willing to be a little bit more open, transparent – and… demanding! I strongly believe we are now at a good point in history to re-vitalize Management and Leadership.

What do YOU think?
Do you have any similar (or completely different) experiences?
(You may answer in Swedish if that makes you feel better – I’ll provide a reasonable translation in the flow.)

Thanks to Ari Lightman, presenter of this topic at the Enterprise 2.0 conference recently in Boston, MA.

Johan

Related posts:

  • Why Generation D means Good Things – for all of us!
  • Some REALLY cool stuff from Enterprise 2.0 I’ll cover
  • I’m attending the Enterprise 2.0 conference
0 Comments/in Change Management, Coaching, leadership, LUCKConcept, Transparency /by vimlewebb

The LUCK Concept in 3 minutes

21 June, 2012
21 June, 2012

We live in disruptive times.
Like glitch on the curve.
Some youngsters have triple diploma, yet form a faily pre-carreer.
Large coorporations hire few – yet we face one of the greatest generation shifts ever seen.
IT departments find it hard to keep up – and people bring in their own stuff – smartphones and pads.
Information flows so fast Top Management and operational staff get it firat, middle management isn’t even left in the middle – they’re out!
Old staff have lost track, speed and direction. Motivation? Come on!!!
New staff want CEO terms and salaries.

So, you thought leadership is for you?
How on earth are you supposed to handle this? After a quest for the leadership that works in this disruptive environment I didn’find THE leadership model tha works – but I found a couple of cornerstones that I’ve integrated into a model I simply call “LUCK”. Is it the ordinary kind of luck we all know? Well, not really; you may call it an integrated leadership model. If I were in Medicine we’d talk of a coctail of cross-supporting drugs. If you’re a carpenter we’d talk of a synchronized toolbox.

So, wjhat are the components of LUCK?
Let’s start from K:
Cognition, here defined as the the way our brain receives, filters, percieve and stores information”. I’ve chosen to use the K as a sign of the deep influence of our brain by means of the internet. K is for cognition in our internetified brains. In an era of searchability we don’t need to argue on whT’s searchable, hence we can focus on our (common) target.
In the K area we understand information perceived to be a threat may trigger the fast response functions of our brain. These are normally three or four: fight, flight or defense. Pretenfåd you’re dead may be the fourth. We also understand tje importance of belonging. To a group, a clan or an idea. We all need to be seen, heard and acknowledged.
Most people are ambitious but they need a target – a goal. But more than that – they need to be part of it. They need.to understand your strategy.

Coaching skills:
What IS coaching? Simply put, to make people able to teach your common goals. How do hou do that? Well, you need to understand other people, how to interact with others in order to reach results. You need transparency – opening up yourself opens others.
You need open access to their “mental hard drive” – and that only happens if you bild trust. So, it all starts with – yourself! 🙂

Unifying internet tools and services:
Communication between people has always been essential for our survival. With an evergrowing amount of information this is already a challenge most of us are facing ds
Aily.
As mentioned before in the K perspective we all want to belong. And in times of continuous change we need To be updated on other units’ success. If not, risk is they will halter or under-perform.
Visualizing
Sharing
Co-working
Streaming
Socializing

Leanleadership:
No Blame
Added value
Remove waste
Spaghetti diagrams
Go to gemba
Heijunka – even out the flow
Teamwork on change work

I will return in coming posts to HOW we do this – how we’re training staff and what results are being accomplished. Meanhwile, feel free to comment and ask questions!

Related posts:

  • How to make Milennials LOVE Selling
  • A memory for life – presenting The LUCK Concept at the Chapman University
  • One each from The LUCK Concept
0 Comments/in Brain, Change Management, Empowerment, leadership, LUCKConcept /by johanlange

Nike gets transparency – adds Lean – strikes gold

18 May, 2012
18 May, 2012

Get ready!!! All too many people tell me “well, we’ll dive into lean and other improvement strategies if you start showing red”. Well, sorry – that’s gonna be FAR too late. Just like the universe – the pace of development is not slowing down. Despite economical crisis (and there are GOOD reasons there IS a crisis) development does not by far slow down.

And more and more corporations and organisations are getting the mechanisms of transparency! Now, that’s nothing new – chefs all over the world have shown transparency pays off! Used to be filthy places where your food was prepared – Is: clean places – the Hotel Anglais in Stockholm, Sweden even replaced their back wall with a huge glass screen!

Check this story on Nike on processexcellencenetwork.com and consider if there’s anything here for you to learn?

The article claims improvements include:

“A
50% reduction in defect rates
40% faster lead times
20% improvement in productivity
30% reduction in time taken to introduce a new model “

Related posts:

  • I agree with “Next Frontiers for Lean”
  • Different Lean Styles – which one is you?
  • Speaker at the Lean Tribe Gathering 15 in Malmoe, Sweden
0 Comments/in Business development, Change Management, leadership, Lean, LUCKConcept /by vimlewebb

So you’re introducing Lean? Part 1: Some early pitfalls

14 January, 2012
14 January, 2012

So, you’ve hear about LEAN and decided to implement it? Congratulations! There’s a lot to learn and you will see it. There’s so much to learn, so I won’t introduce Lean Fatigue here – just a few hints as you enter the path…

* Lean is basically a philosopy – lots of Lean ventures fail in “Metodus Monumentalis” – entering too many new methods, and hence forgetting the mentality. All leadership starts in your own brain, belief system – and actions!

* No Blame is a MUST. We often hear “No Blame… but…” The NB Mentality is here to open our brains, to try and retract it from the fast-protect response to new (and to some level threatening) idea. By introducing an NB Culture ideas (and hidden problems, never before brought to the surface – no-one dared, or though there was value in it!) will flow – and opportunities to evolve and develop will be numerous!

* Customer IS king! And transparency will show this! By means of blogs, tweets and visual means such as photos and videos will prove concepts, and disapprove statements. As colleague Joakim Jardenberg puts it: “Be honest and do good shit”. All people are potential reporters. And your staff are heroes – let them show it! Be transparent with your processes!

 

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1 Comment/in Brain, Creativity, Internet strategies, leadership, Lean, LUCKConcept, Philosophy, Productivity /by vimlewebb
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