Kenneth Söderholm 11.4.2011 1 ONKO MEILLÄ EVÄITÄ INSPIROIVAAN JOHTAMISEEN Kenneth Söderholm Oy Karl Fazer Ab •BACK TO BASICS 2011- Miksi engagement •Ateneum 6.4.2011
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
Kenneth Söderholm 11.4.20112
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
Kenneth Söderholm 11.4.20113
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
Kenneth Söderholm 11.4.20114
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.
Kenneth Söderholm 11.4.20115
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!
Kenneth Söderholm 11.4.20116
How to get them committed,
engaged………
this “MNEI”-generation
• ME
• NOW
• EVERYTHING
• IMMEDIATELY
Kenneth Söderholm 11.4.20117
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
Kenneth Söderholm 11.4.20118
10 CC
• 1. CLARITY–To secure the implementation of the strategy by a
true dialogue.
–Clear goal setting ( SMART )
–Fair rewarding
Kenneth Söderholm 11.4.20119
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
Kenneth Söderholm 11.4.201110
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!
Kenneth Söderholm 11.4.201111
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
Kenneth Söderholm 11.4.201112
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
Kenneth Söderholm 11.4.201115
Howard Gardner’s 7 Intelligences
1. Logical/Mathematical
2. Verbal/Linguistic
3. Spatial/Visual
4. Musical
5. Bodily/Kinesthetic
6. Interpersonal
7. Intrapersonal
Kenneth Söderholm 11.4.201116
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
Presenter's Name Surname 11.4.201117
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
Kenneth Söderholm 11.4.201118
CEO’S BALANCING ACT
C customer
EEmployee
OOwner
SSupplier
Kenneth Söderholm 11.4.201119
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
Presenter's Name Surname 11.4.201120
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
Presenter's Name Surname 11.4.201121
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
Presenter's Name Surname 11.4.201122
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
Presenter's Name Surname 11.4.201123
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”
Presenter's Name Surname 11.4.201125
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
Kenneth Söderholm 11.4.201126
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