I hope you had a nice summer with the opportunity to “reboot” your brain. It makes it easier to see clearly what you need to address.
I have seen such a clear connection in my own life – most of the big changes I’ve made as a CEO have come after a period of rest.
I am convinced that you need to nurture your energy levels. And that you need to make sure that all the transactions do not take away your overview and your ability to prioritise.
As you have probably experienced yourself, it takes a lot of energy to constantly switch between different types of issues. One may be of a highly strategic nature and the next may be a small detail.
As a leader, you need to actively ensure that you are addressing the RIGHT issues.
Throughout the autumn, I will continue to share stories from my long CEO journey. In doing so, I hope to inspire active decision making.
The picture is from autumn 2010.
Together with my friends in Atea Sverige management team, we gathered in a house from the 1800s, without electricity and running water. On the agenda was an important conversation about how to design a future reward system, where we would move from rewarding individuals to rewarding the team. A major strategic breakthrough that has come to mean a lot for Atea’s success and culture. And guess what. That meeting was in August, and we all came to that meeting refreshed after the holidays…
Thanks to the team, from left Jeanette Höglund Lindqvist Anders Myrbäck, Peter Kocsis, Attila Sajti Fransen Per Melbi,, Christer Eklund, Carl-Johan Hultenheim, Björn-Erik Karlsson, Christopher Krokstedt.
Welcome back!
