The culture you tolerate is the culture you get
A few years ago, I was working with a senior leader in a tech company. Smart. Driven. Respected. But his team? Disengaged. Defensive. Constantly playing it safe. During one of our coaching sessions, I asked him: “What happens when someone misses a deadline on your team?” He shrugged. “We just move on. No need to make a big deal out of it.” I leaned in. “And what are you teaching the team when that happens?” Silence. Because whether he realized it or not, he was teaching them that accountability was optional. Here’s something I’ve seen again and again: Leaders don’t build culture through words. They build it through what they allow. The conversations they avoid. The behaviors they excuse. The misalignments they tolerate. What you permit, you promote. If you let people talk over each other in meetings, you’re promoting dominance over dialogue. If you let deadlines slip without discussion, you’re promoting performance that’s negotiable. If you avoid giving tough feedback, you’re...
Company Culture by Design or by Default?
I walked into the conference room five minutes early. It was quiet. Still. You could almost feel the tension clinging to the walls. People started trickling in, heads down, coffee in hand. No one spoke. No small talk. Just a shuffle of laptops, a few throat clears, and the slow unpacking of silent anxiety. This was a leadership team I’d been called in to coach. On paper, they had it all: a clear mission, a set of beautiful values — words like collaboration, innovation, respect — framed and hanging in the hallway. But the moment I stepped into that room, I knew. Something was off. And not just a little. This team had a culture. But it wasn’t the one they had designed. Here’s what I want you to know: You always have a culture. Even when you’re not trying. Even when no one is talking about it. Even when it’s uncomfortable to name. The question isn’t whether a culture exists. The real question is whether it’s intentional… or accidental. Culture by design or by default? That’s the...
Why Your Team Can’t See Themselves in Your Vision (And What to Do About It)
You’ve got a clear vision. You’ve shared it in town halls, written it in slide decks, and repeated it in strategy memos. And yet, your team still isn’t moving. They agree with the direction. They nod in meetings. But when it comes to initiative, momentum, or ownership… Nothing. That’s because clarity alone doesn’t drive commitment. The real issue? Your team can’t see themselves in your vision. The Invisible Role Problem I once worked with a product team in a Nordic SaaS company. The founder was visionary, passionate, and eloquent. His team admired him. But they weren’t aligned. After hearing the company vision for the fifth time, one team lead said something I’ll never forget: “It sounds exciting. I just don’t know what I’m supposed to do with it.” That’s the invisible role problem. The leader sees the whole picture. But the team doesn’t know where they fit in. When Vision Becomes a Poster, Not a Playbook In the Nordics, we lead with collaboration. We flatten hierarchies. We respect...
Bridging the Vision Gap: Why Your Team Can’t See Themselves in Your Vision (And What to Do About It)
Picture this. You step into a sleek Nordic office. Open-plan, light wood, coffee brewing in the corner. You’re there to lead a team meeting. You’ve spent days refining the strategy deck. The vision is sharp, compelling, and filled with promise. You present it with clarity and care. People nod. They smile politely. Some even offer a few affirming comments afterward. But a month later? Nothing’s moved. People are still stuck in the old way of working. No one’s pushing forward. The energy you felt in the room hasn’t translated into action. What happened? This, my friend, is what I call the Vision Gap. The Vision Gap in Nordic Culture In my coaching with Nordic leaders, I’ve noticed a recurring pattern. Leaders do a great job painting the big picture. They talk about values, direction, and the future we’re building together. They speak with humility, respect, and an open-door mindset. All the qualities we value in the Nordics. But then the momentum stalls. Why? Because the team doesn’t...
Why Your Team Isn’t Acting on Your Feedback (And How to Fix It)
You give feedback. You think you’ve been clear. You even follow up. But still… Nothing changes. The same issues repeat. Performance stalls. And you start to wonder, “What’s not working here?” Most leaders I coach aren’t short on insight. What they’re short on is impact. The truth? Feedback is not just about being right. It’s about being received. My Journey With Feedback (The Uncomfortable Truth) Early in my career, I had a manager who never gave feedback. For months, I worked in the dark. No praise. No direction. When the performance review time came, I was stunned. His rating for me was lower than I expected. Worse - I had no clue what led to it. He never said a word. I felt blindsided. Later, I had another manager whose favorite word was "stabilt" - “it’s stable.” What does that mean? Am I doing well? Should I improve something? What exactly is “stable” supposed to tell me? And then there were others who gave generic feedback: “You need to be more proactive.” “You need to be more...
How to Give Feedback to a Sensitive Team Member (Without Causing Hurt Feelings)
Imagine this. It's Tuesday afternoon, and sunlight gently filters through your office window. You glance at the clock. It's time for your feedback meeting with a team member who is talented but incredibly sensitive. Your stomach tightens slightly at the thought of this conversation. You've been here before, and you know how quickly it can derail if not handled carefully. I've seen this scenario unfold countless times in my work as a leadership coach - talented leaders unintentionally bruising the confidence of their sensitive but valuable team members. It doesn't have to be this way. Let me walk you through a better approach. 1. Start with Empathy (Set the Stage) Picture sitting comfortably across from your team member. You smile warmly, setting a reassuring tone. Say something like: "I've noticed how dedicated you've been lately. Your passion really shines through in your work, and it makes a big difference." A simple sentence can lower defenses, soften tension, and show that you...
Breaking Down Silos: How to Foster Real Collaboration Across Departments
Picture This… You’re in a leadership meeting. The project timeline is tight. The stakes are high. You lay out the plan, breaking it down step by step. When you finish, you scan the room. No one challenges it. No one pushes back. A few nods, a few quiet agreements. You walk out thinking, Great. We’re aligned. But weeks later, nothing is moving. Deadlines slip. Updates are vague. When you dig deeper, you realize people had doubts—but no one voiced them. Sound familiar? This isn’t a leadership problem. It’s a lack of healthy conflict—a silent killer of commitment, especially in Nordic workplaces. Why False Agreement Leads to Inaction Patrick Lencioni, in The Five Dysfunctions of a Team, describes a crucial link between conflict and commitment: If teams fear conflict, they avoid difficult conversations. Without those conversations, real concerns stay buried. When people aren’t fully bought in, they won’t fight for the outcome. In many Nordic teams, conflict avoidance is the norm. The...
The Silent Killer of Commitment in Nordic Teams (And How to Fix It)
Picture This… You’re in a leadership meeting. The project timeline is tight. The stakes are high. You lay out the plan, breaking it down step by step. When you finish, you scan the room. No one challenges it. No one pushes back. A few nods, a few quiet agreements. You walk out thinking, Great. We’re aligned. But weeks later, nothing is moving. Deadlines slip. Updates are vague. When you dig deeper, you realize people had doubts—but no one voiced them. Sound familiar? This isn’t a leadership problem. It’s a lack of healthy conflict—a silent killer of commitment, especially in Nordic workplaces. Why False Agreement Leads to Inaction Patrick Lencioni, in The Five Dysfunctions of a Team, describes a crucial link between conflict and commitment: If teams fear conflict, they avoid difficult conversations. Without those conversations, real concerns stay buried. When people aren’t fully bought in, they won’t fight for the outcome. In many Nordic teams, conflict avoidance is the norm. The...
Bridging the Accountability Gap: Moving from Blame to Ownership
It’s Monday morning. The air in the conference room is heavy. The team sits around the table, eyes darting, shoulders tense. The last project didn’t hit its targets. Silence stretches. Then, the excuses begin. “We didn’t get the right data on time.” “Marketing dropped the ball on the launch.” “The client kept changing the scope.” No one takes responsibility. Everyone shifts the blame elsewhere. And as I sit there, observing, I realize: this team doesn’t have an execution problem. They have an accountability problem. Sound familiar? Many leaders assume their teams should naturally take ownership. But accountability doesn’t just happen - it needs to be built into the culture. And without it, teams fall into The Five Dysfunctions of a Team, as Patrick Lencioni describes them. At the core of these dysfunctions? A lack of trust and commitment, which erodes accountability. Let’s break this down - and fix it. Why Teams Struggle to Take Responsibility Lencioni’s model reveals that...
The Trust-Based Leader: Why Influence Starts with Relationships
Picture this. A leader steps into a meeting room, armed with data, deadlines, and a clear action plan. The team listens, nods, and takes notes. But after the meeting, nothing changes. Decisions drag. Deadlines slip. People seem disengaged. Now, imagine another leader in the same situation. They start by checking in with the team—not just about work, but about their experiences, challenges, and ideas. They remember small personal details: who just returned from a trip, who’s running a marathon. When they speak, the room leans in. People engage, ask questions, and take ownership of next steps. What’s the difference? Trust. In the Nordics, where hierarchy is minimal and autonomy is high, trust is the single most important currency a leader can have. Without it, influence is slow, resistance is high, and execution stalls. With it, collaboration thrives, and decisions move faster. This is what John Maxwell calls the Law of Connection - leaders must touch a heart before they ask for a...
Influence Without Authority: How to Lead in Nordic Flat Hierarchies
Imagine stepping into a meeting with your team, ready to introduce a game-changing idea. You’ve done your research, gathered data, and structured your proposal. As you present it, you expect engagement - excitement, even. Instead, you’re met with polite nods. A few people exchange glances, but no one jumps in. The meeting ends, and days later, nothing happens. No objections, no resistance - just… silence. If you’ve experienced this, you’re not alone. Many leaders, especially those coming from more hierarchical cultures, struggle to exert influence in Nordic workplaces, where titles don’t automatically grant authority. In Denmark and Sweden, leadership is based on trust, credibility, and the ability to inspire action, not on position alone. So, how do you get people to follow your lead when you don’t have formal authority over them? Why Authority Alone Doesn’t Work in the Nordics John Maxwell, one of the most influential leadership experts, says: "Leadership is influence - nothing...
Struggling to Gain Buy-In? Four 🔑 Keys to Get Your Team’s Support
Picture this. You’ve got a bold vision. A new initiative, a process change, or a strategic shift that could create real impact. You step into the meeting, present your plan, and… nothing. People listen. They nod. But instead of excitement, there’s hesitation. Some ask for “more details.” Others say they’ll “think about it.” Weeks pass, and despite your best efforts, the idea stalls. What went wrong? You didn’t have buy-in. John Maxwell’s Law of Buy-In states: “People buy into the leader before they buy into the vision.” Before people commit to an idea, they need to trust who’s leading it. In flat Nordic hierarchies, where employees expect collaboration over command, gaining buy-in is essential. So how do you get people on board before you even walk into the room? 1. The Power of “The Meeting Before the Meeting” Maxwell teaches that the most important conversations happen before the big meeting - one-on-one, informally, behind the scenes. Why? Because people rarely buy into something...
How can you use Emotional Intelligence to stand out as a leader?
In a business world where strategy, data, and efficiency drive competition, the real differentiator for executives is not just technical expertise - it’s emotional intelligence (EQ). Leaders who master EQ don’t just manage teams; they inspire, influence, and create lasting impact. But how exactly does EQ help you stand out? And how can you develop it? Let’s break it down using the four key components of emotional intelligence: Self-Recognition, Self-Management, Social Recognition, and Social Management. 1. Self-Recognition: Mastering Your Own Emotions Before you can lead others effectively, you need to understand yourself. Self-recognition is about being aware of your emotions, triggers, and patterns of behavior. How This Gives You an Edge: You make better decisions under pressure because you recognize and regulate emotional impulses. You understand how your emotions impact your leadership style, helping you adjust and refine your approach. You exude confidence and authenticity,...
Cross-Border Collaboration: Leading Remote Teams Across Countries
Remote work has become the norm, but when your team is spread across borders, collaboration takes on a new layer of complexity. Time zones, cultural differences, and varying expectations about communication can create friction - or they can be opportunities for innovation and growth. As a leader, how do you bridge these gaps? How do you create cohesion when your team is scattered across continents, operating in different languages, cultures, and work environments? Daniel’s story shows how cross-border collaboration can thrive when approached with intentionality and understanding. A Tale of Two Offices Daniel led a product development team split between Copenhagen and Singapore. He described his team as “two ships passing in the night.” Meetings were a struggle. His Copenhagen team was direct and task-focused, while his Singapore team preferred a softer, relationship-driven approach. Emails often led to misunderstandings, and deadlines were missed because assumptions went unspoken....
From Resistance to Results: Guiding Your Team Through Change
Change - the very word can make some leaders squirm. Yet, today, change isn’t just inevitable; it’s essential for survival. In a world where technology advances daily and competitors never stop evolving, staying still isn’t an option. But how do you lead a team through it without causing resistance, confusion, or burnout? Let me take you back to a project I worked on with David. David was a senior engineering manager at a growing tech firm. His team was tasked with integrating a new AI-powered system into their existing infrastructure, a shift that promised to improve efficiency but required dismantling processes they’d perfected over years. The first time I walked into David’s office, the tension was palpable. Charts and diagrams littered his desk. His phone buzzed constantly with questions from his team. David’s frustration showed as he explained, "They’re resisting every step of this! It’s like they don’t even want the improvement." As we unpacked the situation, one thing became...
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