Because once the round has closed and the immediate intensity fades, something more nuanced begins to unfold.

Expectations increase, the pressure sharpens, and the role of the founder subtly shifts. Yet instead of leaning further into the network they have just built, many founders find themselves pulling back. Not as a conscious choice, but almost as a reflex — a way of regaining focus after a prolonged period of external engagement.

In this episode of Growing Pains, I sit down with Joey Hayes, founder of thru. and angel investor in more than 65 startups, to explore what happens in that phase. What emerges is not a set of isolated observations, but a recurring pattern.

The fundraising process demands a particular kind of leadership. It requires visibility, energy and constant interaction — a sustained effort to bring people into the journey. But once the capital is secured, the orientation shifts. Founders turn inward again, toward execution, delivery and the practical realities of building.

In itself, that is both natural and necessary. What often goes unnoticed, however, is how quickly the dialogue that enabled the raise begins to fade.

Conversations slow down. Updates become irregular. Relationships remain intact in theory, but less active in practice.

And with that, momentum, however briefly achieved, starts to dissipate.

At the same time, this is the moment when founders arguably have more access than at any other point in their journey. Not only to capital, but to people — individuals who have chosen to invest not just financially, but also in the potential of the company and its direction.

These investors bring experience, perspective and networks of their own. They represent a form of leverage that extends far beyond funding alone. And yet, in many cases, that resource remains largely untapped. The explanation is rarely structural. It is, more often, behavioral.

Founders hesitate. They are cautious not to overstep, not to appear dependent, not to reach out without clarity or necessity. On the other side, investors tend to hold their position as well, assuming involvement will be initiated when relevant and being careful not to interfere prematurely.

Over time, that silence begins to shape the way the company is led. Without regular interaction, distance increases. Without trust in the dialogue, challenges stay internal for longer than they should. Decisions become heavier, not necessarily because they are more complex, but because they are carried in relative isolation. This is where the effect becomes tangible.

Execution slows, not dramatically, but in more subtle ways. Feedback loops tighten. Perspectives narrow. What might initially appear as a communication gap reveals itself as something more fundamental — a limitation in how leadership is exercised under pressure.

Because the issue is not whether support exists. It is whether that support is actively engaged.

One of the clearest signals of this dynamic is the way founders communicate after the round has closed. In many cases, communication becomes either sporadic or overly curated. Updates are framed to reassure rather than to inform, and challenges are softened to maintain confidence. While understandable, this approach comes with consequences.

Investors are left without the context needed to contribute meaningfully. Opportunities for input or support are missed, not because of a lack of willingness, but because of a lack of visibility. Gradually, the relationship shifts from something active to something largely passive.

What makes this particularly complex is that it does not stem from a lack of capability. Founders do not lack access, ambition or intelligence. What is missing is often a shared understanding of how leadership needs to evolve once capital has been secured.

Before the round, leadership is centred around conviction and direction — about creating alignment and bringing others into a vision.

After the round, it becomes more relational. It requires a different kind of engagement — one that includes openness, dialogue and the willingness to expose what is not working. Not as a weakness, but as a condition for progress.

That shift is rarely made explicit. As a result, many founders are left navigating it without a clear reference point.

Running parallel to this is the question of wellbeing, which in this context is not a separate concern, but closely intertwined with how leadership is sustained over time.

As interaction decreases and pressure increases, the tendency to internalise challenges grows stronger. Without appropriate outlets — whether through peers, mentors or structured support — that pressure accumulates. Over time, it influences not only how decisions are made, but also how they are experienced.

The real work is not limited to deploying resources or executing plans. It lies in maintaining connection — to people, to context, and to the broader system in which the company operates.

Because ultimately, the difference between a cap table and a support network is not defined by structure. It is defined by behavior.

A question to reflect on

If the people around you are willing to contribute — what stands in the way of making that possible?

Watch the full episode

If you are navigating growth as a founder, investor or part of a leadership team, this conversation offers a perspective on what happens beyond the funding milestone.

🎧 Listen wherever you get your podcasts or visit us at growingpains.se
▶️ Watch on YouTube

About Joey Hayes

Joey Hayes focuses on what happens after the funding round closes — a phase he believes is consistently misunderstood.

Originally from New York and now based in Amsterdam, he brings over 15 years of experience across commercial roles at IHG, Hyatt, Hilton and Booking.com.

In 2021, he built his first company, Mac Shack, while working full-time. The business ultimately failed, leaving him with a more difficult but defining insight: the cost of isolation as a founder.

As he later reviewed his portfolio of more than 65 startup investments, he began to notice the same pattern repeating across companies. Fundraising created momentum — but that momentum often stalled once the round was completed. Founders were left with a growing list of investors, but no clear way to engage them in the work that followed.

This led him to start working closely with founders on activating those relationships. While the potential was clear, another friction became equally visible: the gap between a founder’s need for support and their ability to ask for it.

That gap is what Joey is now building to solve through his company thru., with the aim of turning investor networks into a more active and accessible part of how companies grow.

LinkedIn: Joey Hayes and thru.
To learn more about Joey and thru. please visit:
www.comethru.co

Over time, I have found myself returning to one recurring observation: most executive teams rarely struggle with defining strategy. The thinking is there. The direction is often clear. What becomes more difficult, however, is translating that clarity into something that actually holds in how people work, decide and act over time.

My way of seeing this did not start in organizational work. It began much earlier, through years spent working with technical analysis alongside my university studies and my time in banking — driven by a strong interest in asset management and investments. It was never about trading as a profession, but rather about training the ability to read patterns, to understand movement, signals, and the dynamics that ultimately drive outcomes.

That perspective has stayed with me.

At the same time, something else became increasingly clear.

Relationships, real conversations, and situations where something genuinely is at stake.

At some point, it became obvious that the path I had once considered wasn’t the right one for me. That realization led to a set of decisions and reprioritizations that were not always easy, but necessary.

The interest in patterns remained. It just found different expressions.

From chess and competitive target shooting earlier in life, to running and swimming today, where rhythm, repetition and pace shape what becomes possible over time.

What at first appears straightforward rarely is. What matters tends to reveal itself over time, through consistency rather than intensity.

Interestingly, none of these disciplines appealed to me from the outset. I chose them deliberately and then stayed with them. Not because they were easy or immediately rewarding, but because they created a form of resistance that could not be bypassed. They forced me to confront limits I had previously accepted, and in doing so, they gradually shifted how I related to effort, discomfort and progress.

In both running and swimming, I have come to recognize two distinct modes. In one, thinking opens up and becomes more associative; ideas surface and connections form almost without effort. In the other, everything narrows into focus, where clarity and precision take over. The ability to move between these modes is not just a characteristic of training, but something that carries over into how I approach work.

It is often in that transition that patterns become visible — not only in what is happening, but in what is required to move forward.

This is also where many executive teams tend to get stuck. Not in the formulation of strategy, neither in agreeing on priorities, but in what follows after those decisions have been made. The intention is there, yet it does not consistently translate into behavior. Direction exists, but it does not always hold when it is challenged. Over time, small inconsistencies accumulate, and what once seemed clear begins to fragment.

In my experience, this is rarely due to a lack of competence or ambition. More often, it comes down to something less visible but far more demanding:

Much of this can be traced back to something deceptively simple: the mission. A mission should not be aspirational in a vague sense, but precise enough to be understood immediately and useful enough to guide decisions in practice. It forms the foundation of strategy by defining what an organization actually does — and for whom.

When I ask executive team members to articulate their mission, the variation in responses is often revealing. When people answer differently, the issue is seldom wording. It reflects a deeper lack of shared direction.

Without that shared understanding, strategy tends to remain where it feels safe — within discussions, presentations and plans, rather than becoming something that consistently shapes behavior.

The work I am most drawn to lies in those situations where direction is still forming and where decisions need to hold beyond the immediate moment. What matters in those contexts is not only what is said explicitly, but what sits underneath it — the patterns that influence outcomes and the implications they carry for how people need to act.

For many senior leaders, this is when the real work begins.

In this episode of Growing Pains, I speak with Annmarie Higgins, Executive Coach, about what happens beneath performance, titles, and responsibility — when there is finally no one left to impress.

Annmarie works with CEOs, board members, and senior leaders who are highly capable and deeply experienced. Yet what many of them share is not uncertainty about the business — but uncertainty about themselves in the role.

As responsibility grows, honesty becomes harder. Every conversation carries weight. Every decision has consequences beyond the room. Every doubt feels expensive.

Over time, leaders often stop thinking out loud — not because they don’t want to, but because they don’t know where it’s safe to do so.

That is where coaching enters — not as advice, but as space.

Annmarie describes how coaching becomes the only place where leaders can remove the mask, step out of performance, and think clearly again. Not to dwell on the past, but to regain perspective and choice.

It brings into focus something we rarely make explicit in leadership — how much of ourselves remains unseen. What we show in our public arena, what we keep behind a mask, and what sits outside our awareness altogether.

A simple lens, inspired by the Johari Window, helps make that visible — not as a model to apply, but as a way to notice. It’s a perspective I return to often in my own work. For those who want to explore it further, the framework can be found here: https://www.fearlessculture.design/blog-posts/the-johari-window

What becomes clear is that transformation rarely starts with action. It starts with mindset.

This conversation is about leadership without applause. About values under pressure.
About the quiet cost of responsibility — and what becomes possible when leaders stop pretending they have it all figured out.

About the guest

Annmarie Higgins is an Executive Coach, Coach Supervisor, and professional development specialist working with CEOs, board members, and senior leaders across sectors.

With more than 5,000 hours of coaching experience and a master’s degree in Executive Coaching and Leadership, she has spent decades supporting leaders globally in navigating complexity, decision‑making, and personal transformation.

Her work is grounded in one-to-one, high‑trust conversations where leaders can step out of performance and think clearly — often for the first time in a long time. Rather than offering advice, Annmarie creates the conditions for insight, helping leaders uncover what sits beneath behavior, pressure, and expectation.

Known for her precise listening, incisive questions, and ability to hold challenge without judgment, she partners with leaders to explore not only what they do — but how they think, choose, and lead.

LinkedIn: Annmarie Higgins

To learn more about Annmarie and her work, please visit:
Hopstone Ltd - hopstoneltd.com

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This reflection is shaped by those conversations — and the questions I continue to explore in my work.

My professional path has been shaped by continuous learning.

Before working with organizational identity, culture and critical phases of organizational transition, I spent many years in financial services — advising affluent clients and working with business and product development within asset management.

We were early in developing and introducing sustainable niche investment products to the Swedish fund market. Working as challengers rather than incumbents meant building credibility without precedent, explaining new logic, and making decisions under uncertainty — with real consequences.

What gradually became clear was that the hardest part was rarely the product or the strategy. It was the people and the relationships around the decisions.

Trust, alignment, and how dialogue actually worked mattered more than formal mandates — especially when pressure increased.

That environment demanded both discipline and courage. Structured decision-making, accountability — and constant learning.

Over time, my focus moved less toward the strategies themselves, and more toward the decision environments around them.

Why does strong strategic intent so often lose force once complexity, pressure and people enter the system?

That curiosity eventually led to Snabbfoting — where I work today with CEOs and executive teams navigating critical transitions, when direction, decisions and everyday behavior need to hold together.

I continue to learn through this work, through clients, ongoing learning, and through hosting the Growing Pains podcast. The podcast is not about trends — but about what sits beneath strategy and culture: the assumptions, tensions and relationships that quietly shape judgment and behavior.

What continues to drive my work is simple:

• Clarity before certainty.

• Integrity between intent and action.

• And continuous learning as a discipline — grounded in real people, real relationships and real decisions.

In the end, it’s the quality of our conversations, relationships and judgment that determines whether direction becomes reality.

In this episode of Growing Pains, culture strategist and bestselling author Gustavo Razzetti joins me to explore false harmony: when politeness replaces real dialogue, silence is mistaken for alignment, and teams get stuck without fully understanding why.

Most teams don’t fall apart because of conflict. They stall because they avoid it.

In my conversation with Gustavo Razzetti, we explore a pattern he sees repeatedly in senior teams: false harmony. It shows up as politeness, consensus, and smooth meetings — while the real issues quietly accumulate beneath the surface.

Gustavo describes how teams mistake silence for agreement, how leaders assume alignment because no one objects, and why pushing for consensus too early produces comfort — not clarity. Especially in consensus‑driven cultures, being “nice” is often rewarded more than being honest.

We also talk about leadership blind spots. Many leaders believe they are good at having conversations — when in reality they dominate them. They convince instead of facilitating. They fill silence instead of exploring it. And they underestimate the value of the outlier voice that sees what others don’t.

At the heart of the conversation is a shift: from avoiding tension to designing conversations that surface issues earlier — before frustration turns into resignation.

False harmony feels safe in the moment. But clarity is what keeps teams alive over time.

About the guest

GUSTAVO RAZZETTI is the bestselling author of Remote, Not Distant, Stretch for Change, and his forthcoming book, Forward Talk. Gustavo is a culture strategist, workshop facilitator, and keynote speaker with over 25 years of experience—first as a marketing and advertising executive, now as CEO of Fearless Culture, a culture design consultancy. He’s facilitated more than 1,500 workshops with leadership teams at Mars, Microsoft, Merck, the Inter-American Development Bank, and hundreds of organizations across the world.

Razzetti is the creator of the Culture Design Canvas, now used by over 500,000 practitioners worldwide, and the Forward Talk framework. He helps teams surface issues early, challenge groupthink, and turn avoided conversations into decisions that stick. His work has been featured in The New York Times, BBC, Forbes, and Fortune. He’s a regular contributor to Psychology Today. His book, Forward Talk: The Bold New Method For Getting Teams Unstuck, will be released on May 5, 2026.

LinkedIn: Gustavo Razzetti
To learn more about Gustavo and his work, please visit:
gustavorazzetti.com I fearlessculture.design

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That choice shaped everything that followed.

This episode of Growing Pains, recorded with Pasquale Mazzuca, unfolded in a way no script could have produced. Once structure was set aside, something deeper became possible — the kind of conversation where insight isn’t manufactured, but revealed.

Growing Pains was never meant to be an interview series. It is a room for leaders willing to sit without answers for a while — and allow something essential to surface, especially when responsibility is real, judgment is present, and decisions cannot be delegated.

When leaders have no place to hide

Integrity, ambiguity and being true to yourself

Most leaders are trained to search for answers. Few are prepared for what happens when answers are unavailable — and decisions still must be made.

In this episode of Growing Pains, I sat down with Pasquale Mazzuca, leadership guide and executive coach, to explore what leadership reveals when certainty disappears. Not in theory — but in lived experience, drawn from decades spent close to CEOs, boards, and executive teams.

“Integrity is like oxygen — the higher you go in an organization, the less of it there is.” — Pasquale Mazzuca

Early in our conversation, Pasquale shared a striking image: a naked human figure lying on a boardroom table. For him, it symbolizes a demanding truth — that leadership, at its core, requires integrity. Not performance. Not certainty. But the willingness to show up without armour.

We spoke about regret. About research showing that, near the end of life, people rarely wish they had achieved more — they wish they had been more true to themselves. Pasquale connects this directly to life in the boardroom, where confidence, status, and experience can slowly distance leaders from honesty.

As the conversation deepened, we turned toward uncertainty — not as a strategic challenge, but as a human one.

Pasquale describes how leaders are wired for certainty, and why ambiguity feels uncomfortable. Why analysis so easily becomes a refuge. Why slowing down feels counter‑intuitive in high‑pace environments. And why many senior leaders experience these moments alone, even when surrounded by people.

What became clear is this: clarity rarely emerges from more data. It emerges from creating space. Space to acknowledge what is unclear. Space to reflect. Space to speak honestly — with oneself and with others.

This is not a conversation about tools or frameworks.
It is about what leadership feels like when there is no place to hide.
And about the quiet courage it takes to remain true to yourself when answers are missing.

About the guest

Pasquale Mazzuca is a leadership guide and executive coach with over 35 years of experience working with senior leaders across a broad range of industries. A former business executive and entrepreneur, he brings a commercially grounded perspective to complex leadership challenges. He is known for long‑term client relationships rooted in candour, trust, and measurable impact.

LinkedIn: Pasquale Mazzuca
Web: Talentworks Consulting

That choice changed everything.

This episode of Growing Pains, recorded with Pasquale Mazzuca, unfolded in a way no script could have produced. Once we let go of structure and expectation, something deeper became possible — the kind of conversation where insight isn’t manufactured, but revealed.

It reminded me why I created this space in the first place.

Growing Pains was never meant to be an interview series. It’s a room for leaders who are willing to sit without answers for a while — and allow something essential to surface. Especially when responsibility is real, judgment is present, and decisions can’t be delegated.

I’m grateful I trusted that instinct.
And I’m grateful for conversations that don’t rush clarity — but earn it.

I det här avsnittet möter jag Anders Brolin Jaconelli, ledare inom offentlig sektor med rötter i sjukvård, utryckningstjänst, tillsyn och politiskt beslutsstöd. Hans perspektiv är skarpt och jordnära: bias, rädslor och överarbete bromsar fler organisationer än brist på kompetens någonsin gjort.

Vi pratar om vad som händer när perspektiv tar över tempot, när ja‑effekten maskerar oenighet och när jakten på perfektion försenar lärandet. Och vi pratar om varför mod, inte mer metod, frigör riktning.

Organisationer är bra på att samla in perspektiv. Ibland för bra.
När perspektivinsamlingen blir ett självändamål skapas analysförlamning:
grundarbetet tar över syftet, och teamet fastnar innan de ens kommit ur startblocken.

Det kritiska ögonblicket i många grupper uppstår inte när någon säger fel sak — utan när ingen säger något alls. När frågor uteblir, antaganden lämnas otestade och ja‑effekten ersätter äkta klarhet. Det är ofta då riktningen börjar glida, långt innan någon upptäcker att den skiftat.

Confirmation bias, groupthink och säga ja-effekten återkom kontinuerligt i vårt samtal.
Inte som teoretiska begrepp, utan som verkliga hinder i organisationer.

När en arbetsgrupp tror att den är överens men ingen egentligen vågar säga emot, då är det inte perspektiv som saknas. Det är trygghet. Det är mod. Och det är en kultur där avvikande tankar ses som ett bidrag, inte ett hot.

Modet att göra fel tidigt

En av Anders starkaste poänger är att organisationer vinner mer på små misstag tidigt än perfekta analyser sent. Att våga testa, våga tänka högt och våga säga ”det här känns fel” är inte svaghet — det är istället en hävstång.

Hans ord sammanfattar det väl:

“Mycket blir bättre av att vara mindre ängslig.”

Mod är en handling. Men det är också en signal. Det smittar.

När ledarskap skiftar från kontroll till riktning

Det starkaste i samtalet är insikten om att ledarskap i dag handlar mindre om att leverera rätt svar — och mer om att skapa rum där rätt frågor får ställas.
Rum där bias inte får styra i det tysta. Rum där riktning kommer ur klarhet, inte ur perfektion.

För ledare i transformation handlar det inte om att visa mod för att inspirera.
Det handlar om att visa mod för att organisationens riktning ska hålla.

Om Anders Brolin Jaconelli

Anders Brolin Jaconelli har en ovanligt bred och konkret bakgrund från verksamheter där beslut, ansvar och riktning aldrig är teoretiska frågor. Han började sin bana som ambulanssjuksköterska, gick vidare till enhetschef inom ambulanssjukvården, och har sedan arbetat som inspektör och processutvecklare på IVO, politisk rådgivare och utredare inom nära vård.

Idag är han enhetschef för förebyggande vård‑ och omsorgsinsatser i kommunal verksamhet. Med en pedagogisk grund, lång erfarenhet av offentligt beslutsfattande och ett djupt intresse för politik rör han sig skickligt mellan systemnivå och vardagsnära verksamhet.

Följ gärna Anders på LinkedIn där han delar tankar om ledarskap.

Jag hjälper vd:ar och ledningsgrupper att navigera kritiska förflyttningar genom facilitering av strategi, organisationskultur och organisatorisk identitet. Kontakta mig på ewa.hutmacher@snabbfoting.se om du vill ha stöd i en viktig förflyttning.

Dela eller diskutera gärna avsnittet med andra om du uppskattar det!

👉 Vi finns där poddar finns.

Spotify
Apple podcast

The image above illustrates a strategic truth: you cannot evaluate a system while you are operating inside it. Leadership is no different. When you remain embedded in routines, pace, and ingrained responses, motion can easily be mistaken for progress. Stepping outside — observing your own patterns with precision — is the starting point for deliberate, high‑quality leadership.

Why self‑leadership is foundational for resilient, high‑performing organizations

Organizations that strive to become more courageous, transparent, and curious need leaders who model these qualities through their day‑to‑day behavior. In my work with executive teams, I focus on helping organizations build resilient, high‑performing environments where autonomy and continuous learning become operational realities.

At the foundation of such environments sits self‑leadership — the internal discipline that enables leaders to develop empathy, refine their listening capacity, and support lifelong learning at the level of individuals, teams, and the broader organization.

Self‑awareness exists on a spectrum, and increasing it often means confronting truths that challenge established self‑perceptions. It is demanding work — but indispensable for leaders who want their organizations to adapt, learn, and perform sustainably.

Your inner state shapes your decisions more than your data

Behavioral economics and decision science consistently show that humans do not make decisions based solely on facts. Much of our judgment is influenced by emotional states, cognitive biases, and contextual noise — a point highlighted by Daniel Kahneman’s research on bias and the concept of “noise” in decision‑making.

For leaders, this means:

Your internal state is a strategic variable. Your mood, cognitive load, residual stress, or even the pace of your morning can influence decisions that appear purely rational.

Recognizing and managing this internal landscape is not optional. It is a requirement for leaders who aim to build organizations that make sound, high‑quality decisions under pressure.

Separating emotional signals from identity

Self‑leadership is not about suppressing emotions. It is about distinguishing between the signal and the self.

When you notice what you feel — disappointment, irritation, tension, or uncertainty — you create a crucial cognitive distance. The feeling is acknowledged. But it does not have to define your interpretation or dictate your behavior.

From this grounded stance, you can examine:

• whether your interpretation aligns with your values

• whether alternative explanations are equally plausible

• whether your reaction reflects the current situation or accumulated patterns

• how your response will shape the environment around you

This small but disciplined pause is often what transforms an impulsive reaction into a strategic response.

Strengthening the system that strengthens performance

Resilient, high‑performing organizations depend on leaders who have the capacity to regulate themselves and model sustainable behavior. That includes foundational practices: physical activity, restorative sleep, meaningful recovery, and interests that replenish cognitive and emotional resources.

A continuous leadership audit

Self‑leadership is an ongoing practice of internal evaluation. It requires leaders to continuously examine:

• How do I interpret the signals around me?

• Which assumptions shape my behavior?

• Where do my values guide my actions — and where do they not?

• How do my micro‑behaviors influence the environment I lead?

Leaders who commit to this kind of continuous audit extend their own capacity — and increase the adaptive capabilities of their organizations.

Where real leadership begins

If your ambition is to build an organization that is not only high‑performing but resilient — capable of learning, adapting, and sustaining quality over time — the work begins with the leader.

Long before strategy documents, transformation programs, or cultural initiatives, it begins with the intention and clarity you bring into the room and the awareness you bring of yourself.

Stepping outside the wheel is where that work starts.

If your organization is approaching a critical transition and you want to move through it with clarity and cohesion, I’m available to support that work. Book a free consultation.

If you want to go deeper into these topics, follow Growing Pains wherever you get your podcasts. The conversations offer sharp, honest perspectives on what truly drives movement beneath the surface of strategy and change. New episodes are released on Tuesdays — the next one arrives in April.

Leadership today isn’t challenged by scarcity. It’s challenged by saturation. Noise comes from every direction: data, meetings, requests, expectations. And when everything feels urgent, movement begins to masquerade as progress.

Signal works differently. It’s quiet. It’s steady. It shows up as alignment rather than volume. A subtle coherence between purpose, direction, and the choices that shape both.

The leaders who navigate complexity well aren’t the ones who react fastest. They’re the ones who slow down enough to discern. They create space to notice what returns, what aligns, what actually contributes to long‑term value. They understand that clarity isn’t produced by intensity but by intention.

Signal doesn’t simplify the world. It simply reveals what matters within it.

The more leaders I speak with, the clearer it becomes that great leadership isn’t about handling more, it’s about choosing less. The most grounded executives aren’t those who respond first, but those who pause long enough to see clearly. They build clarity not by adding more, but by removing what distracts. By letting silence sharpen judgment. By allowing space to reveal direction.

And every time I witness that discipline, I’m reminded of something essential: leadership doesn’t begin with action, leadership begins with attention.

What signal will you choose to follow this year?

If something in this resonates, I’d love to hear the signal you’re prioritizing — or the noise you’re ready to let go of

Book recommendations

Distancing - David L. Marquet

Three methods to create psychological distance and make better decisions: “Be Someone Else,” “Be Somewhere Else,” “Be Sometime Else.” A powerful tool for reducing bias and improving judgment.

Radical listening - Robert Biswas-Diener & Christian van Nieuwerburgh

Beyond active listening. This book teaches techniques for genuine presence and curiosity that strengthen trust and relationships across your organization.

Seeing what’s next - Clayton Christensen

Anticipate disruptive changes before they happen. Christensen offers a model for analyzing signals and shaping future-proof strategies

Get in touch

My name is Ewa Hutmacher, and I’m the Partner for Nordics at Fearless Culture. I work as a facilitator and culture‑strategy designer, supporting CEOs, executive teams, and HR leaders in building the clarity, culture, and leadership capability needed to turn strategy into meaningful, lasting impact.

👉 If this resonates and you want to explore how it applies to your leadership or your team, feel free to get in touch - or book a conversation with me.

Vi börjar i något så enkelt och så centralt som hur människor fungerar i grupp. De perspektiv som uteblir. De röster som aldrig hörs. De invändningar som hade kunnat förändra hela riktningen om de bara hade fått utrymme. När en ledare vågar se detta, uppstår en helt annan kvalitet i besluten.

Ansvar är ett annat centralt tema. Det är något vi återkommer till flera gånger. Ansvar kan inte flyttas över till teknologi, delegeras bort eller hoppas fram. Det ligger kvar hos människor. När AI tar över det operativa blir det mänskliga ansvaret ännu tydligare. Det är där integritet, omdöme och riktning formas.

Vi talar också om värde. Vad är egentligen värdefullt? Varför sjunker priset på det enkla, medan det unika stiger? Varför är det ofta i ett litet, förbisett problem som de största möjligheterna ligger? Här blir Peter väldigt konkret: att värde ofta uppstår just där vi inte tittar. I sprickorna, i friktionen, i det som är svårt att paketera.

Här landar vi i problemdefinition, den praktiska punkten där strategin faktiskt börjar.

En pitch är yta, säger Peter. Problemet däremot, det verkliga, faktiska problemet är kärnan. Det är där potentialen sitter, både för innovation, investeringar och organisatoriska förändringar.

Och genom hela samtalet påminns vi om människans förmåga att förändras snabbt när det verkligen krävs. Organisationer är inte så tröga som de ofta framstår. Det handlar mer om tydlighet, ansvar och mod att gå under ytan än om förmågan att byta verktyg.

Om Peter Almberg

Peter Almberg är entreprenör och investerare med över 40 års erfarenhet av att bygga, leda och utveckla bolag i tider av förändring. Han är grundare och styrelseordförande i Katalysen Ventures, där investeringar inte börjar med kapital eller skalbarhet – utan med ansvarstagande för stora, verkliga problem.

I sitt arbete och skrivande utforskar Peter hur värde uppstår när det mänskliga blir den verkliga differentieringen: omdöme, ansvar, mod, förtroende och relationer. Han menar att när det enkla automatiseras och kopieras, blir det svåra – det mänskliga och det unika – det som skapar långsiktigt värde, både i affärer och ledarskap.

Peter arbetar nära entreprenörer, experter och ledare som vill bygga bolag där ansvar, kvalitet och verklig problemlösning går före tempo, narrativ och kortsiktiga optimeringar.

Vill du ha stöd av Ewa Hutmacher som extern facilitator och culture-strategy designer? Hon skapar klarhet och riktning för strategi, team och organisationskultur. Maila ewa.hutmacher@snabbfoting.se Har du frågor om podden eller vill hjälpa oss bli bättre? Hör gärna av dig.

Dela eller diskutera gärna avsnittet med andra!

Vi finns där poddar finns.

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Vi pratar om att sprida ringar på vattnet och samtalet landar i hur utveckling skapas i små steg, och hur ledare kan göra lärandet mer närvarande i vardagen genom att systematiskt uppmärksamma de positiva avvikelserna. Avvikelser som är lyckade resultat och det som fungerar och det som visar vägen framåt. För Magnus är det här inte en teori, utan en systematisk process som förändrat hans sätt att tänka, leda och utvecklas.

En av de mest gripande delar han delar handlar om vikten av positiva exempel, t.ex en brännskadad patient som beskrev sitt starkaste minne från vårdtiden. Ett ögonblick av fingertoppskänsla och mod som bröt rutinen men gjorde allt rätt.

“Det mest fenomenala någon gjorde var att sätta sig i fotändan och prata en stund.”

Samtalet tar oss också in i Magnus reflekterande metod: att spela in sina egna tankar på hundpromenader och låta AI spegla tillbaka dem. Det har, som han uttrycker det, accelererat hans utveckling.

“Jag har en högre takt på min individuella utveckling som jag har nytta av i min verksamhet under de senaste tolv månaderna än vad jag haft av någon annan tolv månadersperiod förut i arbetslivet.”

Det är en påminnelse om något viktigt: att ledarskap inte bara formas i stora beslut, utan i de små ögonblicken där vi väljer att se, tänka, agera - och reflektera.

Om Magnus Burström

Magnus Burström är sjuksköterska i grunden och har arbetat kliniskt i flera delar av hälso‑ och sjukvården, bland annat vid det nationella brännskadecentrumet i Linköping.

Idag är Magnus Burström är enhetschef för Smittskydd och Vårdhygien i Region Östergötland och och skapare av podden Vårdsnack där han bjuder på inspirerande och kloka samtal.

Han tror på vårdens inneboende kraft. Kraften i medarbetare som varje dag löser komplexa problem. I patienter och närstående som bär på erfarenheter vi inte har råd att förbise. Och i chefer, ledare och kollegor som vågar vara droppen i havet – och skapa ringar på vattnet.

Vad väcker det här samtalet hos dig? Dela gärna avsnittet med andra!

Kommentera, dela eller diskutera med ditt team! Vill du ha stöd av Ewa som extern facilitator för strategi och implementering, team- eller organisationkultur, maila ewa.hutmacher@snabbfoting.se

Prenumerera på vår podd för att inte missa kommande avsnitt. Har du frågor eller vill hjälpa oss bli bättre? Kontakta oss.

👉 Vi finns där poddar finns.

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I love reading books. This year, I’ve read around 50 titles that challenged my thinking on leadership, culture, and strategy. They didn’t just spark ideas — they strengthened my resilience and added real value to my work. Out of all those reads, these ten stand out as especially relevant for anyone who wants to grow, lead with impact, and help shape the future of work.

My top 10 books of the year

1. Conversational capacity - Craig Weber

How do you keep dialogue balanced and productive under pressure? Weber provides a framework for building teams that handle complexity and conflict with clarity and respect.

2. The next conversation - Jefferson Fisher

A practical guide to mastering the conversations that matter most. Tools for clarity, empathy, and influence – helping leaders turn difficult dialogues into opportunities for trust and progress.

3. Distancing - David L. Marquet

Three methods to create psychological distance and make better decisions: “Be Someone Else,” “Be Somewhere Else,” “Be Sometime Else.” A powerful tool for reducing bias and improving judgment.

4. Radical listening - Robert Biswas-Diener & Christian van Nieuwerburgh

Beyond active listening. This book teaches techniques for genuine presence and curiosity that strengthen trust and relationships across your organization.

5. The Strategy legacy - Alex Brueckmann

Strategy is more than profit. Brueckmann shows how to create meaning, value, and long-term impact through sustainable, purpose-driven strategies.

6. Seeing what’s next - Clayton Christensen

A model for anticipating disruptive shifts before they happen and shaping future‑proof strategies.

7. Integrity - Henry Cloud

Leadership built on character and consistency. Why integrity is foundational for trust and sustainable success.

8. Shatterproof - Tasha Eurich

Resilience isn’t enough — we need to become “shatterproof.” Tasha Eurich teaches how self-awareness and new strategies make you stronger in adversity.

9. Black belt in difficult conversations (Svart bälte i svåra samtal) - Hilmar Thór Hilmarsson

A practical guide for leading challenging conversations with structure and empathy. Essential for strengthening collaboration in complex situations.

10. Put your ass where your heart wants to be - Steven Pressfield

A call for courage and persistence: position yourself where your goals are and fully invest in what matters most.

Bonus Read: Effective Meetings - Chris Fenning

I had the privilege of being a beta reader for Effective meetings - Great results, less pain, every time, and contributing feedback during the writing process.

That inside perspective made it clear to me how useful this method really is - it’s a game-changer. Effective Meetings offers a clear, practical, and highly applicable framework that genuinely shifts how leaders design and run meetings.

What I appreciate most is how intentionally the method is built for real executive environments: the right people, in the room, with a clear purpose.

One of the principles I emphasized during the review process — which later appeared in the book — is this:

“If you can’t contribute, you shouldn’t be there — a simple rule that changes everything.”

This book helps leaders reduce noise, strengthen alignment, and reclaim time that should never have been lost in the first place.

If you want meetings that drive clarity, focus, and results instead of draining energy, this is the book I recommend. You should read it.

I’m helping CEOs and leadership teams who want to build resilient, high performing organizations by aligning strategy, culture and leadership in one coherent direction.

That’s why I’ve invested in myself and my role and started 2026 with Alex Brueckmanns, 9EOI course - a Strategy and Organizational Identity Certification Program designed to master how to create, communicate, and execute strategy.

The next chapter starts now. Which one will you pick up first of the books?

Get in touch

My name is Ewa Hutmacher, co-founder and CEO of Snabbfoting, a boutique strategy and organizational culture consulting firm based in Stockholm. We support organizations globally through facilitation, diagnostics, strategy and culture design, combined with strategic planning, organizational intent, and advisory services for CEOs and leadership teams.

Reach out if you want more details or book a free consultation.

In this episode (watch at Youtube), I talk with Chris Fenning, business communication expert and author of Effective Meetings: Great Results, Less Pain Every Time. We explore why meetings have become the default solution for everything, what that costs your business, and how a simple shift can save time, money, and sanity.

The Story Behind the Stats

Chris shared a jaw-dropping study: Companies that introduced just two meeting-free days per week saw productivity skyrocket by 71%, collaboration improve by 43%, and feelings of micromanagement cut in half. Think about that. Two days. No meetings. And suddenly, people feel trusted, focused, and free to do deep work.

Three Insights You Can’t Ignore

1. Meetings reflect your culture. If agendas are missing and decisions drag on, it’s not just bad planning, it’s a leadership signal.

2. TPO: Topic, Purpose, Output is the game changer. Three words that should appear in every invite. Without them, your meeting is just expensive theater.

3. Meeting-free days aren’t a luxury, they’re a strategy. The data speaks for itself: fewer meetings = better results, happier teams and stronger culture.

Sweden Culture Pulse – a Fearless Culture Report

Meetings mirror culture. The Sweden Culture Pulse 2025 report, part of Fearless Culture’s global study reveals how workplace culture in Sweden is evolving. Based on in-depth interviews led by Ewa Hutmacher, it offers insights for executive teams and HR leaders on trust, adaptability, and navigating change in uncertainty. Download the report.

About Chris Fenning

Chris Fenning helps professionals master their communication at work. Whether it is helping experts talk to non-experts, making meetings more effective, or simply being able to start a message clearly. Chris’s practical methods are used in organisations like Google, JP Morgan, and NATO, and have appeared in the Harvard Business Review. He is also the author of four award-winning books on communication and training that have sold more than 100,000 copies worldwide.

Find out how Chris can help you: www.chrisfenning.com

Freebie: The First Minute Workbook - A practical tutorial with self-assessment and activities to help you improve the clarity of your communication at work. Based on the multi-award-winning book, The First Minute.

Books links:

💡 Effective Meetings

💡 The First Minute

💡 Effective Emails

💡 39 Ways to Make Training Stick

No sponsored links - Snabbfoting don’t earn any commission.

A question for you!

What would happen if you banned meetings for one day a week? Would your team cheer or panic?

💬 Comment, share, or discuss this with your team!

Join the Conversation

Don’t forget to like, share, and subscribe for more insights on leadership, workplace culture, and learning.

Need support from Ewa Hutmacher as an external facilitator for team or organizational development? Or have a question about workplace culture or change?

Get in touch! Email: ewa.hutmacher@snabbfoting.se or book a free consultation.

Listen wherever you get your podcasts.

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What’s the real cost of silence in your organization?

It’s not just missed opportunities, it’s the slow erosion of trust, engagement, and innovation. Leadership isn’t defined by what you say in meetings or print on the wall. It’s defined by what you do and what you tolerate. Every behavior you allow today becomes tomorrow’s standard.

Picture two workplaces

The first workplace looks fine on paper but feels lifeless. People pass each other without a greeting. Meetings are filled with nods, where everyone agrees and no one dares to ask the tough questions that could change the course. Values hang like art. Beautiful words no one understands or follows. In this environment, engagement shrivels, creativity dies, and well-being turns into a cost center instead of a strength. It impacts everything from innovation to competitiveness.

The second workplace looks identical on paper but feels completely different. People greet each other with curiosity in their eyes. They say “good morning,” they say “thank you” after meetings, and they ask follow-up questions instead of drawing silent conclusions. Leaders here don’t just talk about values, they live them. As I often say in my podcast and blog:

Leadership is both the compass and the engine of the workplace. Without direction and energy, the organization stands still. When you take responsibility for your emotions, listen actively, and dare to show humility, you become a role model. And role models set the standard for the entire organization.

Great leadership isn’t loud, it’s consistent, and it’s felt. Living the values, not just talking about them, it’s care and sustainability in action.

Your Move

What kind of culture do you want to create?

How long can you afford to wait before behaviors that drain engagement and well-being become the norm and cost you what matters most?

Start today. Here’s how:

1. Translate your values into visible actions. If “respect” is a value, what does it look like in a meeting? In feedback? In decision-making?

2. Make those actions explicit and repeatable. Communicate them clearly so your team knows what “living the values” means in practice.

3. Model the behavior consistently. Every time you act, you set the standard. Every time you tolerate, you redefine the norm.

Learn more about Swedish workplace culture

📥 Download the Fearless Culture Sweden Culture Pulse 2025 for a deep dive into how Swedish workplace culture has evolved and where it is heading.

The Swedish report is part of a broader global initiative led by Fearless Culture, conducted through qualitative interviews in 12 countries. In addition to Sweden, the study includes Finland, Australia (APAC), Canada, Ireland, Italy, Mexico, Peru, Spain, Switzerland, the United Kingdom, and the United States. These national studies will also contribute to a forthcoming global report.

The future is shaped in conversation – one dialogue at a time.

My name is Ewa Hutmacher, and I’m the Partner for Nordics at Fearless Culture.

I am a facilitator and a workplace culture–strategy designer. I support CEOs, executive teams and HR leaders in building the culture, clarity and leadership capability needed to turn strategy into action and create meaningful, lasting impact.

👉 Get in touch if you want more details or book a free consultation.

Några insikter från samtalet:

• Flexibilitet är nyckeln i arbetstider, arbetsmiljö och ledarskap. För att kunna prestera kan det vara jätteviktigt för en person att vara helt själv.

• AI förstärker gamla strukturer om vi inte lär oss använda tekniken klokt. Oftast börjar man i fel ände, med ledningsgruppen, istället för där behovet är störst.

• Ledarskapet behöver uppgraderas: många chefer är fast i administration och saknar rätt stöd. “Man kanske är bra på sitt jobb som specialist – men inte har en aning om hur man är chef.” berättar Patrik Nordin

• Kultur är nyckeln till förändring och det krävs mod att förändra den. “Vi behöver odla fram en uppgraderad kultur, inte göra stora skiften, men finjustera beteenden och värderingar.” berättar Ewa Hutmacher

• Mät rätt saker och gör det ofta. Årliga medarbetarundersökningar räcker inte. Det är viktigt att veta vad som faktiskt gör skillnad annars blir mätningen meningslös.

🍌 Och ja, fruktkorgen, den får sig en känga. Det är dags att gå från symboliska förmåner till verkliga förutsättningar.

Ewa Hutmacher: Läs om svensk arbetsplatskultur i Fearless Cultures rapport Sweden Culture Pulse. Det är ett globalt initiativ med studier i 12 länder. Den visar vad som faktiskt fungerar och hur kultur påverkar förändringsförmåga.

Om Patrik Nordin

Patrik Nordin är forskare, rådgivare och förändringsledare med över 20 års erfarenhet av att modernisera HR och ledarskap i offentlig och privat sektor. Han är grundare av Patrik:HR - ett konsultbolag som hjälper organisationer att bygga hållbara strukturer, införa AI och stärka både arbetsmiljö och effektivitet. Patrik har varit HR-chef i flera kommuner och bolag, där hans arbete lett till mätbara resultat i form av lägre sjukfrånvaro, snabbare rekryteringar och stärkt ledningsförmåga. Han är publicerad forskare inom evidensbaserad HR, digitalisering och arbetslivets framtid, och en återkommande skribent i Chefstidningen, Kollega och HR People.

Vad väcker det här samtalet hos dig?

Kommentera, dela eller diskutera med ditt team! Vill du ha stöd av Ewa som extern facilitator för team- eller organisationsutveckling, maila ewa.hutmacher@snabbfoting.se eller ställ en fråga om företagskultur eller förändringsarbete i det här anonyma formuläret.

Kontakta oss

Har du frågor om podden eller vill hjälpa oss bli bättre? Kontakta Ewa eller besök edtechtuesdays.com.

Vi finns där poddar finns!

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AI förändrar arbetsmarknaden i grunden. Men i många företag är det fortfarande eldsjälar som driver utvecklingen medan ledningsgruppen tvekar.

I det här samtalet med Maria Elinder, utvecklingschef på Almega, får vi en tydlig bild av vad som står på spel: affärsrisker, arbetsrättsliga krav, förändrade roller och ett nytt ledarskapsansvar.

AI är inte längre en framtidsfråga, den är här. Den påverkar tjänstesektorn i högre grad än tidigare tekniksprång. Kunskapsarbetare och instegsjobb är särskilt utsatta. Samtidigt saknar många företag både strategi och riktning. Det är inte ovanligt att ledningsgrupper väntar med att agera i hopp om att tekniken ska stabilisera sig. Men AI-tåget rullar redan, och det går fort.

“60% av AI-implementeringen handlar om människor, inte teknik.”

Maria Elinder lyfter fram att AI är en verksamhetsfråga, inte en fråga för bara IT eller HR. Ledningsgruppen måste ta ansvar, formulera en vision och skapa förutsättningar för att hela organisationen ska kunna hänga med. Eldsjälar är viktiga, men de kan inte bära förändringen själva.

“Ledningsgruppen måste ta upp AI på agendan annars blir det bara tomtebloss.”

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Några höjdpunkter ur samtalet:

• AI förändrar arbetsmarknaden snabbt. Mellan 60-70% av arbetsuppgifter kan vara utbytta till 2030.

• Tjänstesektorn påverkas mest. Kunskapsarbetare, kvinnor och instegsjobb är särskilt utsatta.

• AI är en verksamhets och affärsfråga. Det handlar om både effektivisering och affärsutveckling inte bara teknik.

• AI-förordningen ställer krav. Från februari 2025 måste företag utbilda medarbetare som kommer i kontakt med AI-system.

• Har ni en AI-strategi eller bara en policy? Vad riskerar ni att missa?

• Hur förbereder ni era medarbetare och er kultur för AI:s påverkan på arbetsrätt, roller och ansvar?

Om Maria Elinder

Maria Elinder är utvecklingschef på Almega, där hon driver arbetet med att utveckla nya tjänster och medlemsnytta för Sveriges tjänsteföretag. Hon har en bakgrund som förhandlare med lång erfarenhet inom arbetsrätt, men brinner idag särskilt för hur AI förändrar tjänstesektorn.

För Maria handlar AI inte bara om teknik, utan om människor. Hur vi leder, lär och skapar förtroende i en ny tid. Hon har startat flera forum och utbildningar som hjälper företag att ta de första stegen genom att prata om AI både ur ett medarbetar- & verksamhetsperspektiv.

Almegas mål är att se till att tjänsteföretagen inte bara drar nytta av tekniken utan är med och formar utvecklingen, så att Sverige kan ta igen försprånget & växa genom nya affärsmöjligheter.

Vad väcker det här samtalet hos dig?

Kommentera, dela eller diskutera med ditt team! Vill du ha stöd av Ewa som extern facilitator för team- eller organisationsutveckling, maila ewa.hutmacher@snabbfoting.se eller ställ en fråga om företagskultur eller förändringsarbete i det här anonyma formuläret.

Kontakta oss

Har du frågor om podden eller vill hjälpa oss bli bättre? Kontakta Ewa eller besök edtechtuesdays.com.

Vi finns där poddar finns.

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The Swedish organizations that succeed in attracting and retaining top talent are those that build cultures of trust, learning, and accountability.

This article explores how Swedish workplace culture is evolving and why your ability to intentionally design and lead culture is now a strategic advantage. For senior leaders, the challenge is clear: culture is not what you say. It’s what you consistently do.

📥 Download the Sweden Culture Pulse for a deep dive into how Swedish workplace culture has transformed over the past decade.

What defines employer attractiveness in Sweden

What expectations do you as an employer have of your employees? Ideally performance, loyalty, collaboration, and results that drive business success. But are these qualities something employees automatically bring to the table? Perhaps at the beginning of their employment but they may fade over time.

That’s when it becomes crucial to be an attractive employer. One who communicates vision and goals clearly through leadership, while also seeing and hearing the individual. Leaders must be role models who embody the organization’s values and actively contribute to its culture. This enables employees to sustain and grow their performance, and feel that this is a workplace they want to be part of.

Attractive employers foster a learning culture

Employees who are eager to grow and have found meaning in their work learning new things and building a career, will expect education and development opportunities as a natural part of their employment. A learning culture must offer continuous training and meaningful challenges that meet employees’ needs. The benefit for you? More effective performance, wellbeing and happier employees.

A Cap Gemini study revealed that 42% of employees are likely to leave their current employer if development opportunities are lacking. LinkedIn found that 70% of respondents believe their current skills will be insufficient within 4-5 years. Deloitte reports that 7 out of 10 business leaders don’t believe their organizations will meet future demands due to skill gaps.

The message is clear: you must proactively map competencies and help employees upskill. Imagine cultivating a learning culture and raising organizational competence before the need arises. When change hits and your organization is ready, you’ll reap the rewards.

Culture determines employer attractiveness

When employees thrive and share their positive experiences, it creates ripple effects. You become a more attractive employer. When people want to work for you because of your culture, you’ve succeeded.

Culture and values are the soul of the company. It’s like choosing an experience, a great restaurant visit or a memorable concert. Imagine perfect ambiance, great people, and a top-tier experience. If that’s your workplace culture, everyone will want to be part of it. That’s why it’s vital to live and maintain your values in daily work. This draws both existing and new talent to your organization.

Role models and colleagues are the foundation

A survey by Academic Work shows that good leadership and friendly colleagues rank high on the list of what makes an employer attractive. But what defines a good leader? It’s a vast question with countless perspectives.

Organizations that invest in developing, coaching, and providing feedback to their leaders build stronger leadership. Leaders are key to an attractive workplace.

As an employer, you must ensure that values and ground rules are upheld. Every company has them but when they’re not followed, things deteriorate. When team members understand and respect each other, communication becomes easier. If someone makes a mistake or a poor choice, it’s okay. Knowing that colleagues will support and help you improve next time creates psychological safety.

If no one dares to fail, how can anything grow or improve?

The Culture Choice: What you build is what you become

Discuss this with your team or leadership team:

• Are we actively designing the culture we want or letting it evolve by default?

• Do our leaders consistently model the values we claim to stand for?

• Is our learning culture strong enough to meet tomorrow’s demands?

Culture is not a side issue. It’s the foundation of performance, trust, and long-term success. The organizations that lead with culture will be the ones top talent chooses and stays with.

Better workplace culture - one conversation at a time

Conversations rooted in curiosity: ”who is the person in front of you?”, will spark chemistry, strengthen relationships, and boost motivation. Read more in this article.

My name is Ewa Hutmacher, and I’m Partner Nordics at Fearless Culture. I am a certified workplace culture designer, facilitator and consultant on a mission to guide people and organizations toward what truly matters in their working lives, helping you shape a culture where both business and people can grow. For 25 years, I’ve helped organizations turn business challenges and human potential into lasting development.

I work with executives, leadership teams, and HR leaders in large organizations and fast growing companies. My clients want to uncover the root causes of their workplace culture challenges. They aim to build braver, more competitive, and scalable organizations. I help my customers with:

WORKPLACE CULTURE DESIGN - CONSULTING SERVICES

Culture mapping and culture analysis of current workplace culture, Culture Identity Assessment, direction, purpose and values, prioritization, and workplace culture design for the ideal future organizational culture.

WORKSHOPS & FACILITATION - CULTURE & TEAM DEVELOPMENT

Sessions based on the foundation and components of the Culture Design Canvas, a tool created by Gustavo Razzetti, founder and CEO of Fearless Culture.

TEAM OFFSITES & FACILITATION - CULTURE & CHANGE

Workplace culture design and facilitation of workshops for leadership teams and departments.

👉 Get in touch if you want more details or book a consultation.

Samtalet rör sig mellan konkreta exempel, personliga reflektioner och strategiska insikter. Här är fem saker som gör skillnad och som du kan tillämpa direkt i din egen organisation.

Digitalisering är inte teknik. Det är strategi & människor

Hanna är tydlig: digitalisering är inte ett IT-projekt. Det är ett strategiskt vägval som påverkar hela organisationen. Hon beskriver hur HR ofta sitter med en teknisk skuld. Gamla system, manuella processer och bristande integrationer och hur det bromsar utvecklingen.

“Det går inte att vara en attraktiv arbetsgivare utan att göra en digitaliseringsresa.”

Men det handlar inte bara om att byta system. Det handlar om att förstå nuläget, analysera processer och bygga en projektorganisation med rätt kompetens. Digitalisering kräver mod, resurser och en tydlig riktning och HR måste vara med från början.

Fira det som firas kan och synliggör framstegen

Förändring tar tid. Hanna berättar om två år av digitaliseringsarbete där känslorna gick upp och ner. Blandad glädje, frustration, trötthet. Men det som höll energin uppe var att fira delsegrar och att synliggöra framsteg.

“Det är ingen som ser att vi har kartlagt alla processer. Men det är ett enormt arbete och det måste få synas.”

Att lyfta milstolpar, att säga “nu har vi kontroll på det här” och att koppla arbetet till visionen är avgörande. Det är inte bara ett tekniskt lyft. Det är ett kulturellt skifte.

Lyssna på skavet och möt motstånd med nyfikenhet

Motstånd är inte ett problem, det är information. Hanna delar flera exempel på hur motstånd ofta bottnar i oro, vanor eller bristande förståelse. Det gäller att lyssna aktivt och hitta källan till skavet.

“Det finns alltid något bakom. Rädsla för teknik, eller att man tycker att man redan har ett bra sätt att jobba.”

Men det gäller också att vara tydlig: förändringen måste ske. Det finns inga alternativ. Då blir det viktigt att hitta vägar som behåller det som fungerar utan att frångå processen.

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HRM-system är inte Excel. Kravfångst är en nyckel

Ett återkommande misstag i digitaliseringsprojekt är att använda nya system som om de vore gamla verktyg. Hanna berättar om organisationer där HR manuellt matar in data i systemet utan integrationer och där lönerevisioner körs i Excel trots att ett HRM-system är på plats.

“Det spelar ingen roll att vi har ett system om vi använder det som ett Excelblad.”

Här blir kravfångst avgörande berättar Ewa. Vad ska systemet faktiskt lösa? Hur definierar vi fält, flöden och roller? Och hur säkerställer vi att det finns en förvaltningsorganisation som kan hantera förändringar på ett strukturerat sätt?

HR:s roll i förändring. Från stöd till motor

HR inte bara är en stödfunktion i förändringsarbete, HR är själva motorn. När HR tar plats i strategin, leder projekt, bygger tillit och driver lärande, då händer det något i organisationen.

“HR har en unik position mitt i verksamheten, med insyn i både människor, processer och affär. Det är dags att använda den positionen fullt ut.”

Det kräver mod. Att våga ta ansvar, att stå upp för riktningen, att säga nej när något inte fungerar och att driva på även när det är tufft. Som Hanna säger: Ingen minns en fegis.

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Om Hanna Lyredal

Hanna Lyredal är HR-chef med lång erfarenhet av att leda och utveckla HR-funktioner i förändring, både nationellt och internationellt. Hon är utvecklingsorienterad och drivs av att få saker att hända. Hanna brinner för ledarskapsfrågor, HR:s strategiska roll och att bygga hållbara och framgångsrika organisationer där medarbetare trivs, utvecklas och presterar. Hon delar också regelbundet sina insikter och tankar om HR och ledarskap på LinkedIn.

Vad väcker det här samtalet hos dig?

Kommentera, dela eller diskutera med ditt team! Vill du ha stöd av Ewa som extern facilitator för team- eller organisationsutveckling, maila ewa.hutmacher@snabbfoting.se eller ställ en fråga om företagskultur eller förändringsarbete i det här anonyma formuläret.

Kontakta oss

Har du frågor om podden eller vill hjälpa oss bli bättre? Kontakta Ewa eller besök edtechtuesdays.com.

Vi finns där poddar finns.

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