As a compliance function, how do you optimise the collaboration with the business without compromising on the continuous observation of rules?

Group Internal Audit (GIA) of Danske Bank defined the following three competence goals for the 77 employees and executives in Denmark and approximately 25 executives and employees from Sweden, Norway, Russia, Finland, Poland, Estonia, Latvia, Lithuania and Northern Ireland.

Working determinedly with developing trust and relations as part of the communication task, and in this context being able to coordinate a shared picture of what benefits the overall business. Conveying clear and difficult messages, convincing the customer to accept even a “red report” with a “yes please”.

Handling both resistance and difficult conversations when meeting primary stakeholders and customers, including being able to work on the basis of a graduated communication process (as opposed to “statue revelations”)

 

The solution we designed

The solution was a two-day intensive course where the participants worked on their own real cases and through e.g. role playing they practised new forms of communication and the use of specific tools. Among these were storytelling, handling of resistance, conducting difficult meetings and confidence-inspiring communications.

 

What was the outcome

All employees were equipped with specific well-proven tools and a common language that were subsequently implemented in the daily practice. In addition to this, GIA was presented with a new way of presenting the work of the department that puts the receivers in the central role and places GIA as the helper. The result is a high degree of trust in GIA’s role as a combination of adviser and controller.

 

When project managers adapt their decision-making drafts to the needs of decision-makers and do not hesitate to challenge customary patterns of thought they help the organisation make better decisions.

 

On average once a month, project managers in the product development department of VELUX break into the lion’s den. Here they meet among others the senior executives of the company to take stock of the status of development projects. Decision-makers must decide whether a project is to proceed (GO), be returned for more tests (RE-CYCLE) or be given up altogether (KILL). Five days prior to the meeting, the participants receive a set of heads of agreement from the project manager. Here, the data collected, results of tests etc. are presented and the project manager recommends a decision.

Challenge: The project managers involved all have an engineering background and are good at collecting the necessary data for the decision-making drafts together with their “coordinators”. They are also well experienced in writing heads of agreement and the process is supported by different templates. Still, the heads of agreement do not constitute an optimum basis for the decision-making process:

  • Central messages and recommendations “drown” between technical explanations and detailed reservations.
  • The heads of agreement are so long that the gate keepers do not get to read them (often 20-30 pages)
  • Specific recommendations for management decisions are not sufficiently shaped in relation to the needs of the managers or they do not appear sufficiently clearly from the heads of agreement.
  • The project managers do not come into their own when they present the projects to the decision-makers


The solution we designed

  • How do we shape a text so that what is most important (to the decision-makers) comes first?
  • How do we use the part-decisions that have already been made earlier in the process by decision-makers as an active part of our argumentation?
  • How do we work with data and reservations as a part of our argumentation?
  • How do we give convincing answers to critical questions and maintain a calm approach under pressure?

 

What was the outcome?

The organisation:

  • Has been equipped with tools to make their stage gate meetings more efficient - shorter decision-making drafts and fewer participants
  • Can enter the market faster with innovative products - if they focus on which problem a project solves and have the courage to “kill bad projects”
  • Can take project management to the next level: “From project manager to project leader”

The project managers:

  • Have made their writing processes more efficient (as part of the project management), especially when they write heads of agreement
  • Communicate in a clearer manner in writing - by prioritising technical details and leaving out unnecessary reasons.
  • Write shorter decision-making drafts focusing on what the decision-makers need to know - to be able to make decisions on a sufficiently informed basis.

 

Credibility is decisive for the modern leader. Whether you lead a team, an organization or a country. Modern leadership in a changing world is all about building solid relations and creating motivation. And that cannot be done without credibility.

The vast importance of credibility becomes particularly clear during elections where one credibility rating after another is presented and where two prime minister candidates constantly have to relate to and comment on their own credibility. And with good reason. Because credibility is decisive for anyone who takes charge. Whether you are a politician or a business leader.

The only thing with credibility is that we cannot decide ourselves that we are credible. It would be nice to be able to say: “Dear nation, employees or partners. I have credibility. You can trust me.” But no, credibility is a feeling the recipient has. It is those around us who decide whether we are credible.

 

When are you credible?

But we can do something to be perceived as credible. Since the rhetoric of Antiquity, people have been aware how important credibility is for a person who leads. Aristotle, one of the central figures in the rhetoric of Antiquity, defined three elements that are decisive for being perceived as a credible person, viz. excellence, character and goodwill. You may also have heard the three elements referred to as ethos, logos and pathos. I will now show you why the three elements still apply today, more than 2000 years after they were defined by Aristotle, and how you can use them when you lead and communicate.

 

Excellence

Excellence is about excelling at your job. In this respect, excellence in a particular field will not suffice. Seen from a credibility perspective, excellence is mainly about showing that you have a comprehensive view of things and a sense of priority and timing. Employees should feel safe in the hands of the excellent leader, who has the ability to lead, prioritize and focus. With a somewhat old-fashioned word, you could call this attribute wisdom. We need to feel assured that our leader is wise in the widest sense of the word.

 

Character

The second element concerns the moral character of the credible leader. With the risk of sounding like an old prude, character is basically about behaving well and having a set of generally accepted values. No matter how wise and excellent a leader is, if we find out that he has an extravagant lifestyle while paying his employees peanuts, his character will be put into question. He will then have a problem with his credibility that will undermine his leadership.

It was the exact same situation that caused Danish Prime Minister Lars Løkke massive problems during the elections. The stories about the candidate’s luxury travels and his expensive clothes paid by the party coffers were evidence of a moral character that many found to be incompatible with the office of prime minister. So how did it affect Lars Løkke’s credibility? His credibility rating plummeted and, according to political analysts, made thousands of voters turn their back on him.

 

Good will

The third element, good will, is about being able to show consideration towards your employees and colleagues. Showing that you take an interest, respect them and care about them. And you should preferably mean it too. A leader who walks through the canteen with his nose in the air and without deigning to look at his employees exhibits lack of good will. A leader who barely knows what his employees are doing in the workplace and leaves the impression that he really does not care exhibits lack of good will. And a leader who fails to listen when his employees are speaking to him exhibits lack of good will. In fact, he shows ill will, which will lead to a severe dent in his credibility.

This element is akin to the concept “the resonant leader” introduced by renowned American psychologist and leadership researcher Daniel Goleman in 1995. The resonant leader applies emotional intelligence to connect to his employees. The concept “resonance” comes from music and symbolizes how the emotionally intelligent leader creates harmonious resonance within the organization. He exhibits good will and acknowledges the employees at an emotional level, which is decisive for their well-being, his credibility and the organization’s success. According to Goleman, it is still possible to prove that resonant leaders create better results.

 

Credibility is the foundation

There can be no doubt that Aristoteles’ three elements – excellence, character and good will – are vital for the credible business leader of today, maybe even more than ever before. Modern businesses increasingly acknowledge the importance of leadership and thus increasingly focus on the leader. Indeed, the leader’s credibility is essential to employee motivation, the corporate brand and business success.

 

Example – the Liquorice King

In 2014, the Danish Association of Managers and Executives (Lederne) named Johan Bülow, Bornholm’s Licorice King, business leader of the year. He was awarded for his innovative and skilful leadership style. Johan Bülow is characterized by diligence, passion and dedication. He is portrayed as “the self-made man”, who has worked his way up from the stove in his parents’ kitchen to a successful business with incredible revenue. When interviewed, Bülow explains how he strives to make the employees of his licorice empire small entrepreneurs at their own desk and how his ambition is to instill in them the passion and pride he has and feels for the company.

So which elements of credibility does he use? Well, Johan Bülow has character and exhibits good will – or at least that is the impression he leaves. His values, which are sympathetic, are some most people want to identify with: Dedication, passion and diligence. He did not cut any corners to become successful and he is really passionate about what he does. These are all strong traits. And he also shows good will by wishing that his employees have the same passion and creative zest as he has. Employees are not just a workforce – they are indispensable team mates.

 

Credibility is revealed in communication

Leadership is important. Leadership is communication. And good communication is rooted in a credible communicator. That is the foundation. So when you as a corporate leader communicate, internally or externally, you should be aware of the signals you send, directly and indirectly, about your own excellence, character and good will to your employees and surroundings. It takes an understanding of rhetorics – and credibility.

 

 

Storytelling as a tool for creating value. How do you motivate your employees to go that extra mile at work? How do you get them to commit and take ownership of their job and project? A current trend is to motivate by PURPOSE. Read more about how to create PURPOSE for your employees.

You may have heard the story before. The one about President Kennedy’s short exchange of words with a janitor at Kennedy Space Center at the beginning of the 1960s. Kennedy was visiting the space center and walked past a man who was sweeping the floor in one of the large halls. “What are you doing?” Kennedy asked. “Well, Mr. President," the janitor responded, "I'm helping put a man on the moon.”

Try making the story about the janitor and the president about your own company. Take a walk through the open office landscape or just pop into the offices and ask people about what they are doing. “I’m copying”, “I’m doing case work”, ‘”I’m moving piles”, “I’m responding to e-mails”, “I’m in a meeting”. Those would be the typical answers. 

But just think if they responded: “I’m making it easier to be a Dane”, “I’m making children happy”, “I’m making a difference to my surroundings” or “I’m fighting for a better environment”. Which of the answers would create most motivation? Which of the answers make your employees go that extra mile and give them a sparkle in the eyes? Those that are about PURPOSE. Those that tell us that our work makes sense at a higher level. Not just from day to day, from one job to the next, but in a larger, more valuable and meaningful context.


Storytelling creates purpose

This article is about how you as leader can create PURPOSE for your employees. And let’s start by laying all the cards on the table: It is about investing yourself and telling stories. It is about communicating. PURPOSE motivates people in a different way than pay, bonus schemes, good working conditions and extra holiday. Not that these aspects are not relevant, they certainly are, but they focus more on the individual person’s gain by making an effort than on finding the higher PURPOSE of that person’s efforts. Firstly, creating PURPOSE makes us feel important at an existential and social level; secondly, it creates a unique sense of team spirit in the organization. A strong corporate culture at the overall organizational level as well as in the individual department.


American writer John Coleman has co-authored “Passion & Purpose: Stories from the Best and Brightest Young Business Leaders”, which describes the how important it is for the modern leaders to communicate PURPOSE in their organizations.

In the book and in a subsequent article in Harvard Business Review, Coleman confirms a trend that is becoming still more common in modern organizations. Namely, that the persona and appearance of the leader plays a significant role when it comes to creating successful companies. Nice CVs will no longer cut it, now you need personality and charisma. And if the leader also has to create PURPOSE, he will need to use storytelling. This does not mean telling stories about knights and dragons, but being able to describe your company and its purpose through narrative.

For many leaders, this does not necessarily come easy. However, it is an ability they would be wise to cultivate if they want to create a strong business culture that generates results. Studies have shown that employees who thrive generate better bottom lines.

Coleman defines a simple formula to help modern leaders create PURPOSE via storytelling. The formula is called “SELF-US-NOW” and shows how you by first defining your own motivation and what drives you can establish a connection to the organization and to the employees’ motivation and drive to instil a burning “us-together-now-for-a-higher-purpose” feeling.

 

The leader’s role as storyteller

The first step is to find a strong “SELF”. What is it that drives YOU as a leader of an organization or as head of a department, what motivates you to go to work, why does it give you PURPOSE? The stronger and more personal your own story is the better. Are there any episodes from your upbringing that has shaped you into the person you are today? Have you had any career incidents that have given you a wake-up call? What makes you happy? What makes you sad?

 

Formulate the stories! Tell them!

Why do you think that Obama time and time again has talked about his upbringing at his grandparents in Hawaii and his absent Kenyan dad? Why did Steve Jobs tell us about his working-class upbringing at his adoptive parents and his fight with cancer? Why do we know that Stine Bosse has grandchildren and is enthusiastic about humanitarian work? Because they are stories that help create an image of who these top leaders actually are, what motivates them and what values they represent. The stories make them more than just leaders; they become humans with a mission and a passion.

It is paramount that a SELF story is true; it must come from within and be driven by motivation and PURPOSE. Credibility is the foundation of any communication and an imposed or invented story will immediately be perceived as artificial and incredible.

 

Creating common values

The next step – US – is about elevating the personal story to a value level and making the rest of the organization part of those values. This is where the leader’s story merges with the purpose of the organization and the employee’s values. What is it that brings you together? What is your destination? What is the important job you have?

This step requires that the leader has his finger on the pulse and knows his organization. No employee likes to have values forced down their throat; it is therefore the leader’s job to address the existing values of the organization in a subtle way and ever so quietly make them stronger, more constructive and full of PURPOSE. We need to get to a place where the employees no longer refer to the organization in third person but simply identify with the organization because it shares strong values and because it creates identity to work in that particular organization.

We are working in a grey area – or danger zone if you will – where the affiliation to the workplace can become almost religious. We know it from some, particularly American, companies that manage to create such a strong corporate culture that it seems almost sectarian.

It would be unnatural for us to plead sectarian conditions in an article that promotes PURPOSE and convincing rhetoric. We are not promoting joint meetings with battle songs and group hugs. Nor should we be calling our workplace our second family. But we must feel that the many hours of work we put in each week are about more than the money that flows into our accounts. Only then, will we invest a bit more of ourselves – for the benefit of each person in the company and for the company as a whole.

 

When values turn into action

At the last step – NOW – the leader will make the story and values match with the daily work and challenges. Values do not create PURPOSE when delivered in capitals on a nice poster in the lunch room or when described in a flyer to your customers. Here, they just become nice but utterly abstract words. Values create PURPOSE when they are converted into action. Everyday routines must be narrated so that when we are “moving piles”, “answering e-mails” or “sweeping the floor”, we do so with a higher purpose.

Of course, there will always be mundane jobs, long meetings and difficult processes, but the claim is that through stronger narratives we can give PURPOSE to these routine jobs and thus solve them a bit smarter and with a bit more commitment.

 

The story must be repeated, renewed and updated

So how do you do that? Well, as described at the beginning, you invest yourself as leader. You prioritize the narratives and make yourself and your employees the stars of the narratives. You create a strong narrative which you believe in yourself and can vouch for, a narrative which your employees can see themselves in and which confirms the company’s purpose and business.

And you tell the story again and again and again. Keep it precise and incorporate it in current challenges, successes and changes. Enthusiasm requires communicative repetition. PURPOSE requires communicative repetition. We are dealing with emotions, and emotions wear off if they are not maintained and confirmed. Storytelling may feel awkward and strange to many modern leaders. It takes guts to pursue that path. But once you are faced with employees who self-assured say that they are “creating a better world”, “fighting for crucial rights” or perhaps even “put a man on the moon”, you know telling stories was the right decision.