Stine Melfald (49) from Skien has a journeyman's certificate in dress and suit sewing. But leadership development and an interest in people has always been a common thread throughout her career.
By Rita Tvede Bartolomei
- "Actually, I've always worked quite creatively and people-related, and I've always been passionate about good leadership. Investing in leadership is an important investment in the future of a company. Poor management creates so many negative ripple effects: High turnover, high sickness absence, less motivation, low engagement and a lot of frustration among employees. Investing in the right leadership development produces good leaders who can better manage human resources. This makes them more willing and able to work together," says Stine Melfald.
In November, she was hired as a full-time leadership developer for FRONT Leadership, after several years as a freelance consultant for them.
Creativity comes in handy as a leadership developer
Stine isn't really sure why she chose dress and costume sewing in high school. "But it had its origins in a creative personality and a desire to create," says the leadership developer.
- "From a very young age, I drew a lot and sewed clothes for all my dolls. The journeyman's certificate was probably a result of me wanting to fully learn a craft, and at the same time be creative and artistic," she says.
But has it been an advantage for her (as a manager and leadership developer) to have a creative craft background?
- Through all the roles I've had in my professional life, I think creativity has been an advantage. When you like to think outside the box, you bring in other, useful perspectives. I also challenge the traditional way of thinking," she says.
Creativity is strongly linked to curiosity and exploration: The same is true for Stine.
- Curiosity is always in me. Because I'm interested in how I can create and develop a program that is stimulating, challenging and provides learning. At the same time as I build a leadership development program with a common thread, where the details and the big picture are important," she says.
Became a leader in the retail industry at 22
Her bachelor's degree in dress and suit sewing led her further into the retail industry. For Varnergruppen, the Voice chain, IKEA and Specsavers. For these companies, she worked with everything from purchasing and product development to concept development and optimization of the customer journey. Within retail, she also gained early experience of being a manager.
- I got my first management position at the age of 22, and I worked operationally for several years. So I quickly developed an interest in building positive relationships, finding out who my employees were, what they were good at and building good teams. Achieving the full potential of others through good leadership," she says.
As a manager, she worked a lot with internal learning and development: Uncovering what the organization could do to improve leadership and what employees needed to thrive at work.
- This gave me a useful insight into two worlds: What it means to be a leader who thinks about operations, results, sales and growth. But also how you work with people to help them achieve the company's goals. It's a combination that can sometimes be quite demanding for a manager," she says.
Got help from a start-up entrepreneurial company
Through her job at Specsavers, in 2016 she came into contact with Mats Kristensen and Stian Jensvoll, and their relatively new leadership development company: Leadership Weekly (FRONT Leadership).
- At the time, I was working on putting together several leadership development courses for my former employer, and I needed a co-pilot for a leadership development project," she says.
After the successful collaboration with Leadership Weekly (FRONT Leadership), a new career ball started rolling for Stine Melfald. Now she wanted to work full-time with management and leadership development, but as a self-employed consultant.
- I wanted to challenge the market on how they viewed leadership development. The industry also needs more female leadership developers with extensive experience from operational management. At the same time, Mats and Stian had clearly told me that if I wanted to start up on my own, they needed consultants," she says.
The FRONT method convinced her
In the almost 5 years she has worked with FRONT Leadership, Stine has had leadership development responsibility for some of their largest customers: Mester Grønn, SATS, Amedia, Elektroimportøren and Fürst. The collaboration has worked so well that FRONT realized it was time to have Stine fully integrated into the company:
- "Mats and Stian spent a few intense rounds persuading me to go back to being a permanent employee in a company," she says with a laugh.
Then she adds:
- But I decided to accept the offer. It's because I really believe in the way FRONT works with leadership development programs," says Stine.
In short, FRONT Leadership focuses on leadership development where managers and leadership developers meet regularly and over a long period of time. Where they train steadily on very specific behaviors and qualities: Not least in everyday life with their employees.
- I have great faith in the methodology, because I can see that it works very well. We have a fixed schedule, which is the foundation of the program. In addition, the management training is adapted and tailored to each individual manager and company," she says.
As a leadership developer, Stine is keen to join the development journey together with the leaders. And she's excited to join them:
- It's so much fun to see the leaders grow. It gives me joy and energy. Regardless of whether I'm working with managers who feel insecure in their leadership role, or with those who are struggling with leadership challenges. I'm keen to help support, guide and challenge them so that they feel more confident and experience greater mastery in their leadership role," she says enthusiastically.
Emotional competence is one of the most important
Stine says that emotional competence is one of the most important leadership qualities. Without a doubt. If emotional security is created, not only the employees flourish. The side effect is that the company flourishes.
- An emotionally competent leader wants to know their employees. Such leaders better understand why and how employees act. They are able to vary their leadership style so that their leadership is adapted to each individual employee. This is not always easy to achieve, it takes practice and the manager must set aside time for their employees," explains Stine Melfald.
But good leadership is not only dependent on understanding others. In fact, a good leader must also be able to exercise self-reflection," she explains.
- A lot of development has already taken place in a leader who wants to understand themselves better. A manager who wants to find out what triggers and why they handle certain situations in a certain way. Because you learn not only from experience, but also by reflecting on it," she says.
Can everyone be a good leader?
But is it really the case that everyone can be a good leader? Stine points out that it is important to distinguish between "good at subjects" and "good at leadership".
- Often, a person is simply placed in a leadership role, without the skills or experience of leadership. It's a bit unfair to the leader, especially when they're not given the tools to succeed. They may not even be motivated to become a leader. However, subject matter expertise is not the same as leadership expertise," she says.
However, she is convinced that everyone can improve their leadership skills: By practicing the leadership role, and getting a well-tailored toolbox.
- But it is also the case that not everyone wants or fits into a leadership role. Therefore, organizations have a great responsibility to place the right people in the role of leaders. Not least, they must be given the conditions to succeed," she says.
Stine Melfald is incredibly fond of and curious about people. It's simply a quality you must have as a leadership developer. The same goes for good leaders.
- It's like I tell my managers: You have to start with the fact that you like people. If you're also flexible and open to differences, you'll achieve a lot of good things," she says.
