Björn Edlund (Chairman Edelman EMEA) - Det traditionella ledarskapet är i kris. Är världen redo att ledas med svensk hand? Breakout session på Edelman Trust Barometer 2013 på Berghs School of Communication i Stockholm

1. Swedish leadership style
Björn Edlund

2.  1992-1996 Sandoz, Basel
Head of corporate communications;
repositioned Sandoz as Life Sciences company;
IPO of chemicals divisions (Clariant); created
global communications network: merger with
Ciba Geigy to Novartis
 1996-1998 Edlund
Consulting, Basel
Communications and strategy alignment;
Teacher 1975-1977 Novartis crisis management systems: clients
Novartis, Schering, Philip Morris Eastern
Europe, ABB; biotech referendum issue mgt for
Foreign correspondent CH pharmaceutical industry association
1977-1989
 1998-2005 ABB, Zurich
 1977-1983 United Press Head of corporate communications
Built new team, led crisis and turnaround
International (Nordic comms; led re-branding, introduced three new
Correspondent; News Editor CEOS; also led global sustainability affairs from
April 2005
Germany; Bureau Manager
Spain)  2005-2010 Shell, The Hague
Lebanon, Moscow Olympics, Poland, pope
visits, 1982 World Soccer Cup, North Africa, Head of corporate communications
politics, current events, Spain’s transition to Built new team, re-organized function.
democracy Led creation of new brand and reputation
strategy. Handled CEO transition.
 1983-1989 Reuters Business communicator  From 2010 Edlund
(Chief Correspondent, from 1989 Consulting, Maisprach
Mexico; News Editor Strategic brand and reputation management
Public affairs and CSR counsel
Latin America &  1989-1992 The Rowland Issues handling, profiling, stakeholder
Caribbean; Chief Company, Zurich management advice.
Global crisis management system for
Correspondent Germany) Sandoz; internal comms consulting; • From Oct 2011
Central America wars, Haiti, Mexico pharmaceutical marketing programs,
earthquake, Latin America politics, LA and communications advice various clients • Chairman EMEA, Edelman
Seoul Olympics, 1986 World Soccer Cup, • Non-exec, part-time role
pope visits, Iran, EU, NATO

3. “My” Leaders
Sandoz/Novartis, ABB, Shell

4. The way we were
PYRAMID OF CEO
INFLUENCE GOVERNMENT “As the circle of those who decide is
OFFICIALS narrowed, as the means of decision are
centralized and the consequences of
BOARD OF
DIRECTORS decision become enormous,
ACADEMICS the course of great events often rests
upon the decisions of determinable
TECHNICAL EXPERTS circles.”
ELITE MEDIA
- C. Wright Mills, 1956
G E N E R A L P O P U L AT I O N
VERTICAL FLOW &
CONTROLLED INFORMATION
4

5. Leadership and decision-making

6. Swedish management style
• Define big
picture goals
• Set direction
• Align support

7. Nordic Super model: The Economist
If in doubt, innovate
 Innovate, even in basic industries
 Mix passion for the new with the long term
 Consensus-based management approach
 A passion for replacing labor with machines
“Expanding abroad is how we save jobs at home,” says Sandvik.

8. Nordics at top of the class
 Sweden 1/4, 2/13, 3/2, 4/4, 5/10, 6/3
 Denmark 1/12, 2/5, 3/7, 4/1, 5/16, 7/2
 Finland 1/3, 2/11, 3/4, 4/1, 5/22, 6/7
 Norway 1/15, 2/6, 3/14, 4/7, 5/1, 6/1
Composite ranking:
1. Global competitiveness, 2. Ease of doing business, 3. Global,
innovation, 4. Non-corruption index, 5. Human development,
6. Prosperity
The Economist 2 Feb 2013

9. Leadership – my10 key ingredients
1. Operate with complete integrity. Keep your word, and do
the right thing - even if you are the only one who knows you
are doing it.
2. Become an expert in your field. “Expert power” provides one
of the major sources of authority because people follow those
who “know their stuff.”
3. Tell people what you expect. Use clear language to describe
goals, values and expected behaviors. Develop a plan, and
act on it. Listen for feedback that may signal the need for a
change in tactics, or even in strategy.

10. Leadership – my 10 key ingredients
4. Mean it when you commit. You'll inspire people if you show them
you accept the risks that commitment brings. You do that by sticking
to your path in adversity and solving problems that seem impossible
to others.
5. Expect the best. Maintain a self-confident vision of what you want -
success - not a negative view of what you don't want - possible
failure. Positive thinking has power, but only if you fuel it with
enthusiasm.

11. Leadership – 10 key ingredients
6. Care for those you lead. Put their needs at the top of your
priority list. If things go wrong, “take” two things - charge and
responsibility. And when things go right, share two things - the
recognition and the rewards.
7. Put others first. Think of those you lead before yourself.
Celebrate their success by giving them as much credit as
possible. And share their pain even if it is inconvenient, difficult
or costly in time, money or other resources.
8. Do what the word “lead” implies - get out in front. If you're
not willing to do what you ask your people to do, don't ask
them to do it.

12. Leadership – my 10 key ingredients
9. Play to your own strengths. Learn how to compensate your
weaknesses. Let your team members understand how you rely
on them, and why. Don’t assume you know everything, or that
you are always right.
10. Keep a sense of perspective. Strive for broad-based
solutions. Take the time to resolve differences. No one gains if
you leave only wreckage in your path.

13. Successful senior managers
 Competence  Good general leadership
skills
 Good promoters of
 Ambition operational efficiency
 Good enablers of work-life
 Integrity balance for their employees
Source Vinnova, 2008, Par Isaksson

14. Modern, enlightened management approach
I believe that we need to redesign our businesses so they
embody what I like to call “Connected Capitalism” – a
new model of how businesses must engage with
society across four platforms – communities, institutions,
social challenges and values.
Neville Isdell, Chairman of the Board, The Coca-Cola Company
Council on Foreign Relations, March 6, 2009

15. Swedish management style
 Meritocratic, autonomous and anti-hierarchical
 Biased for the team approach
 Reluctant to glorify star performers
 Non-confrontational, conflict-avoiding
 Action-oriented
Source Vinnova, 2008, Par Isaksson

16. Culture
Hispanic America, Ar, Mx Multi- Br, Chi
Active
It, Po, Sp, Gr, Ma, Cy Sub-S Africa, Arab countries
Rus, Slovakia Saudi Arabia, Arab countries
Fra, Pol, Lith Iran, Turkey
Belgium India
L-a: cool- factual
decisive planners
Australia, DK, Ire Indonesia, Malaysia, Phi
M-a – warm, emotional
loquacious, impulsive
Austria, Cz R, NL R: - courteous, amiable
NO, SLv Korea, Thailand
accommodating,
compromise, good
USA listeners China
Linear- Vietnam
D, CH, FL Reactive
Active
UK Sweden Finland Canada Singapore Taiwan Japan
Latvia Estonia Hong Kong
* The Lewis model: Richard Lewis “When Cultures Collide”

17. British Language of Management
humor casual orders
. . muddling through
humor
small talk
small talk
From Richard Lewis “When Cultures Collide”

18. German Language of Management
.
. . .
1 2 3 4 5 6
Close definition of tasks obedience supervision
From Richard Lewis “When Cultures Collide”

19. American Language of Management
objectives
. A B C
. .
speed in
A B C execution
pumping up employee
From Richard Lewis “When Cultures Collide”

20. Swedish Language of Management
context cross-team chats
. . delivery
pep talk
pep talk
big picture
feeling
temperature

21. Culture and Leadership – Examples
Swedish Germany France
Asia
Casual leadership Hierarchy, consensus Autocratic
US
Structured individualism Consensus rule

22. Make Sure We Prepare Tomorrow’s CEOs
 The higher leaders rise in a corporation the more
complex and volatile will be the stakeholder mix
facing them
 Is your company preparing leaders for this and
giving them chances to learn as they move up the
career ladder?
Inclusive leadership

23. TRUST BUILDING ATTRIBUTES – LARGE GAP IN Expectation VS. PERFORMANCE
 Business importance vs. COMPANY performance – global Gap
Importance -22
Performance
-32
-37
-36
-33
-30
-33
-31
-27
-23
-24
-11
-15
-16
-10
-18
Q80-Q96. [TRACKING] How important is each of the following actions to building your TRUST in a company? Use a nine-point scale where one means that action is “not at all
23 important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Very/ Extremely Important) General Population in
26-country global total (excludes ‘Don’t Know’ responses Q114-Q129. Please rate [INSERT COMPANY] on how well you think they are performing on each of the following
attributes. Use a nine-point scale where one means they are performing “extremely poorly” and nine means they are performing “extremely well”. (Top 2 Box, Performing
Very/ Extremely Well) General Population in 26-country global total

24. Canada, Germany, Sweden headquartered companies most trusted – emerging
markets still lag
MOST TRUSTED NATIONAL IDENTITY FOR COMPANIES – GLOBAL
Q26-Q42. [TRACKING] Now we would like to focus on global companies headquartered in specific countries. Please indicate how much you trust global companies
24
headquartered in the following countries to do what is right. Use the same 9-point scale where one means that you “do not trust them at all” and nine means that you “trust
them a great deal”. (Top 4 Box, Trust) Informed Publics Ages 25-64 in 26-country global total

25. Are we ready?
Pluses and minuses of Swedish leadership style
 Swedish senior managers focus on big picture goals,
set direction and align support
 This approach can lead to problems with handling
conflicts
 In international setting, Swedish managers must be
more direct and clear
 Swedish management style leads to good change-
orientation in flat organization
Source Vinnova, 2008, Par Isaksson

26. THE NEW DYNAMIC: The diamond of influence
CEO
PYRAMID OF GOVERNMENT
OFFICIALS
FROM 2000 TO 2013
AUTHORITY FEW MANY
BOARD OF
(Vertical) DIRECTORS
ACADEMICS
DICTATE CO-CREATE
TECHNICAL FIXED FLEXIBLE
EXPERTS
ELITE MEDIA
MONOLOGUE DIALOGUE
CONTROL EMPOWERMENT
G E N E R A L P O P U L AT I O N
EMPLOYEES
ACTION CONSUMERS
SOCIAL
ACTIVIST
S
PYRAMID OF
COMMUNITY
26
(Horizontal)

27. PYRAMID OF
AUTHORITY CEO INCLUSIVE management
(Vertical) GOVERNMENT
OFFICIALS
BOARD OF
DIRECTORS
ACADEMICS
TECHNICAL
EXPERTS
ELITE MEDIA
G E N E R A L P O P U L AT I O N
EMPLOYEES
ACTION CONSUMERS
SOCIAL
ACTIVIST
S
PYRAMID OF
COMMUNITY
(Horizontal)
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28. New realities
LEADERSHIP THROUGH requires new behaviors
PUBLIC ENGAGEMENT
UNDERSTAND that everyone
can be an activist now
LISTEN to regular people
PARTICIPATE in the always-
DESIRED OUTCOMES: on conversation
CREATE and co-create
INCREASED TRUST shareable content
BUILD narratives to navigate
DEEPER COMMUNITIES the new media world
PRACTICE genuine transparency
BEHAVIORAL CHANGE
RECOGNIZE that good business
needs profit + purpose +
COMMERCIAL SUCCESS engagement