"I've met many managers who are forced to think short-term. They have performance requirements and expectations aimed at them that prevent long-term thinking. At the same time, leaders must take responsibility for creating improvements that are different from the drugged, short-term and project-related effects that only die out when the focus is shifted. Leaders of companies that succeed with improvements on a more continuous basis are often concerned with two areas: How should I contribute to creating meaning and predictability in my colleagues' everyday lives? And how does my own behavior affect the company's ability to mobilize and adapt?
Jon Urdal, CEO, Naturstenkompaniet AS
In our digital age, creating continuous improvement in business has not become any easier. We constantly hear from consultants that the only certainty is that everything is unpredictable, that disruptiveness is the norm and that process thinking is obsolete because processes cement and hinder development.
If all "modern" value creation is - or will be - based on unpredictability, disruptiveness and indescribability, what is the point of "static" ways of organizing, such as companies and organizations? And what is the point of visions, strategies and, not least, leaders in the classic sense, if this description of reality is accurate?
The other extreme, perhaps best characterized by books such as "Built to last: Successful habits of visionary companies" (Jim Collins and Jerry Porras), is probably not so relevant either. Because there are no longer fundamental, almost timeless characteristics of "lasting companies" that are relevant today. Instead, fundamental "lasting" characteristics may be the downfall itself.
If we remove these extremes, we are left with some simple truths. For example, companies need to change more frequently than before. They need to be efficient, adaptive and embrace new ideas, new solutions and new technology. But fortunately not in a world of total unpredictability. Because there is still such a thing as customers. And they demand advice, guidance, the right products and services. And that's why organizations' ability to continuously improve is important. Because organizations that have a true culture of continuous improvement mobilize faster, they are used to adopting new methods, they build on changes and quickly create new and adapted best practices. Thus, improvement culture and adaptability are not contradictory but self-reinforcing characteristics of the organization.
I myself have been at the helm of organizations that have had to adapt both completely and more dynamically. The interesting thing about this is that many classic characteristics of successful leadership fit very well with increased demands for change and adaptability.
And what should managers be aware of? A big question, but many believe that the best leaders are aware of their own behavior and know what mobilizes and focuses the organization. They communicate direction and set ambitious goals, create commitment to achieve them, build trust through open and honest communication, build up colleagues through feedback and a high level of presence. And the best leaders know that the best ideas and solutions come from their colleagues, not from the leader themselves.
Being a good leader has always been demanding. But the leader's human qualities and mannerisms have become more important than ever.
