TED@BCG San Francisco
Roselinde Torres: What it takes to be a great leader
Hvad det kræver for at være en god leder
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Der er mange lederskabsprogrammer tilgængelige i dag, fra 1-dags workshops til virksomheds træningsprogrammer.
Men oddsene er, at de ikke rigtigt vil hjælpe. I denne klare, ligefremme tale, beskriver Roselinde Torres 25 års observering af virkelig store ledere på arbejdet, og deler 3 simple, men essentielle spørgsmål, som personer der ønsker at blive chefer er nødt til at stille for at trives i fremtiden.
Roselinde Torres - Leadership expert
BCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills. Full bio
BCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills. Full bio
Double-click the English transcript below to play the video.
00:13
What makes a great leader today?
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Hvad skaber en god leder i dag?
00:17
Many of us carry this image
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Mange af os har et billede
00:19
of this all-knowing superhero
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af denne alvidende superhelt,
00:23
who stands and commands
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som står og kommanderer
00:25
and protects his followers.
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og beskytter hans undersåtter.
00:29
But that's kind of an image from another time,
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Men det er et billede fra en anden tid,
00:33
and what's also outdated
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og hvad der også er forældet
00:35
are the leadership development programs
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er lederudviklingsprogrammer,
00:38
that are based on success models
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som er baseret på succesfulde modeller
00:40
for a world that was, not a world that is
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for en verden som var, ikke en verden som er,
00:44
or that is coming.
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eller som kommer.
00:46
We conducted a study of 4,000 companies,
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Vi udførte et studie af 4000 virksomheder,
00:51
and we asked them, let's see the effectiveness
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og vi spurgte dem, lad os se effektiviteten
00:54
of your leadership development programs.
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af jeres lederudviklingsprogrammer.
00:56
Fifty-eight percent of the companies
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85 procent af virksomhederne
00:59
cited significant talent gaps
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udtrykte markant talentmangel
01:01
for critical leadership roles.
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til kritiske lederroller.
01:03
That means that despite
corporate training programs,
corporate training programs,
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Det betyder at på trods af virksomheds uddannelsesprogrammer,
01:07
off-sites, assessments, coaching, all of these things,
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off-sites, vurderinger, coaching, alle disse ting,
01:11
more than half the companies
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har mere en halvdelen af virksomhederne
01:13
had failed to grow enough great leaders.
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fejlet i at skabe nok gode ledere.
01:18
You may be asking yourself,
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Du spørger måske dig selv,
01:20
is my company helping me to prepare
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hjælper min virksomhed med at forberede mig
01:23
to be a great 21st-century leader?
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til at være en god leder i det 21. århundrede?
01:26
The odds are, probably not.
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Oddsene er, formentlig ikke.
01:29
Now, I've spent 25 years of my professional life
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Jeg har brugt 25 år af mit professionelle liv
01:34
observing what makes great leaders.
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på at observere, hvad der skaber gode ledere.
01:37
I've worked inside Fortune 500 companies,
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Jeg har arbejdet i Fortune 500 virksomheder,
01:39
I've advised over 200 CEOs,
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jeg har rådgivet over 200 direktører,
01:42
and I've cultivated more leadership pipelines
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og jeg har dannet flere lederskabsudviklingssystemer,
01:44
than you can imagine.
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end du kan forestille dig.
01:47
But a few years ago, I noticed a disturbing trend
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Men for et par år siden lagde jeg mærke til en foruroligende tendens
01:51
in leadership preparation.
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i lederskabs forberedelse.
01:54
I noticed that, despite all the efforts,
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Jeg lagde mærke til, at på trods af al indsatsen,
01:58
there were familiar stories that kept resurfacing
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var der bekendte historier, som blev ved med at dukke op
02:01
about individuals.
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om individer.
02:03
One story was about Chris,
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En historie var om Chris,
02:06
a high-potential, superstar leader
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en højpotentiale, superstjerne leder,
02:09
who moves to a new unit and fails,
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som flyttede til en ny enhed og fejlede,
02:12
destroying unrecoverable value.
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ødelagde uoprettelig værdi.
02:15
And then there were stories like Sidney, the CEO,
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Og der var historier som Sidney, den nye direktør,
02:19
who was so frustrated
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som var så frustreret,
02:20
because her company is cited
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fordi hendes virksomhed blev udråbt
02:22
as a best company for leaders,
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som en god virksomhed for ledere,
02:25
but only one of the top 50 leaders is equipped
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men kun én af lederne i top 50 var udrustet
02:29
to lead their crucial initiatives.
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til at lede deres afgørende initiativer.
02:31
And then there were stories
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Og så var der historier
02:33
like the senior leadership team
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som den om senior lederteamet
02:36
of a once-thriving business
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af en engang trivende virksomhed,
02:38
that's surprised by a market shift,
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som er overrasket af en ændring i markedet,
02:41
finds itself having to force the company
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og finder sig selv nødsaget til,
02:44
to reduce its size in half
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at reducere virksomheden til halvdelen
02:46
or go out of business.
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eller gå konkurs
02:49
Now, these recurring stories
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Disse tilbagevendende historier
02:52
cause me to ask two questions.
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får mig til at stille to spørgsmål.
02:54
Why are the leadership gaps widening
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Hvorfor bliver lederskabshullet større,
02:57
when there's so much more investment
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når der er så meget investering
02:59
in leadership development?
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i lederskabsudvikling?
03:01
And what are the great leaders doing
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Og hvad gør de gode ledere
03:04
distinctly different to thrive and grow?
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markant anderledes for at trives og vokse?
03:08
One of the things that I did,
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En af de ting jeg gjorde,
03:11
I was so consumed by these questions
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jeg var så optaget af disse spørgsmål
03:13
and also frustrated by those stories,
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og også frustreret af de historier,
03:16
that I left my job
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at jeg forlod mit arbejde,
03:19
so that I could study this full time,
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så jeg kunne studere dette på fuldtid,
03:21
and I took a year to travel
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og jeg brugte et år på at rejse
03:24
to different parts of the world
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til forskellige dele af verdenen
03:26
to learn about effective and ineffective
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for at lære om effektive og ineffektive
03:28
leadership practices in companies,
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ledeskabspraktikker i virksomheder,
03:31
countries and nonprofit organizations.
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lande og nonprofit organisationer.
03:34
And so I did things like travel to South Africa,
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Så jeg gjorde ting som at rejse til Sydafrika,
03:38
where I had an opportunity to understand
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hvor jeg havde en mulighed for at forstå,
03:41
how Nelson Mandela was ahead of his time
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hvordan Nelson Mandela var forud for hans tid
03:43
in anticipating and navigating
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i at forudse og navigere
03:45
his political, social and economic context.
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hans politikske, sociale og økonomisk kontekst.
03:48
I also met a number of nonprofit leaders
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Jeg mødte også adskillige nonprofit ledere,
03:51
who, despite very limited financial resources,
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som på trods af meget begrænsede finansielle ressourcer
03:55
were making a huge impact in the world,
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havde en stor indvirkning i verden,
03:58
often bringing together seeming adversaries.
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og ofte bragte tilsyneladende modstandere sammen.
04:02
And I spent countless hours in presidential libraries
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Og jeg brugte utallige timer i præsidentielle biblioteker
04:07
trying to understand how the environment
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for at prøve at forstå, hvordan miljøet
04:10
had shaped the leaders,
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har formet lederne,
04:11
the moves that they made,
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de valg de tager,
04:12
and then the impact of those moves
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og derefter indvirkningen af de valg
04:14
beyond their tenure.
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ud over deres embedstid.
04:17
And then, when I returned to work full time,
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Og da jeg vendte tilbage til fuldtidsarbejde,
04:20
in this role, I joined with wonderful colleagues
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i denne rolle, sluttede jeg mig til vidunderlige kolleger,
04:23
who were also interested in these questions.
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som også var interesserede i disse spørgsmål.
04:27
Now, from all this, I distilled
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Fra alt dette uddragede jeg
04:30
the characteristics of leaders who are thriving
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karakteristikaene af ledere, som trives,
04:34
and what they do differently,
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og hvad de gør anderledes,
04:35
and then I also distilled
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og så uddrog jeg også
04:38
the preparation practices that enable people
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forberedelses fremgangsmåderne, som sætter folk i stand
04:41
to grow to their potential.
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til at vokse til deres potentiale.
04:43
I want to share some of those with you now.
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Jeg vil dele nogle af disse med jer nu.
04:45
("What makes a great leader in the 21st century?")
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("Hvad gør en leder god i det 21. århundrede?")
04:47
In a 21st-century world, which is more global,
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I en 21. århundredes verden, som er mere global,
04:51
digitally enabled and transparent,
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mere digital og transparent,
04:53
with faster speeds of information
flow and innovation,
flow and innovation,
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med højere hastigheder af informationsflow og innovation,
04:57
and where nothing big gets done
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og hvor intet stort bliver gjort
04:59
without some kind of a complex matrix,
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uden en form for kompleks matrix,
05:02
relying on traditional development practices
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at være afhængig af traditionelle udviklingsfremgangsmåder.
05:06
will stunt your growth as a leader.
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vil hæmme din vækst som en leder.
05:09
In fact, traditional assessments
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Faktisk, traditionelle vurderinger
05:11
like narrow 360 surveys or
outdated performance criteria
outdated performance criteria
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som smalle 360 spørgeundersøgelse eller forældede performancekriterier,
05:16
will give you false positives,
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vil give dig falske positive,
05:18
lulling you into thinking that you are more prepared
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få dig til at tro, at du er mere forberedt,
05:21
than you really are.
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end du virkelig er.
05:23
Leadership in the 21st century is defined
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Lederskab i det 21. århundrede er defineret
05:27
and evidenced by three questions.
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og godtgjort af 3 spørgsmål.
05:30
Where are you looking
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Hvor kigger du
05:32
to anticipate the next change
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for at forudse den næste forandring
05:35
to your business model or your life?
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for din virksomhedsmodel eller dit liv?
05:38
The answer to this question is on your calendar.
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Svaret til dette spørgsmål er på din kalender.
05:43
Who are you spending time with? On what topics?
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Hvem bruger du tid med? Om hvilke emner?
05:47
Where are you traveling? What are you reading?
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Hvor rejser du hen? Hvad læser du?
05:50
And then how are you distilling this
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Og så hvordan du uddrager dette
05:51
into understanding potential discontinuities,
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til at forstå potentielle diskontinuiteter,
05:55
and then making a decision to do something
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og så foretage en beslutning til at gøre noget
05:57
right now so that you're prepared and ready?
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lige nu, så du er forberedt og klar?
06:02
There's a leadership team that does a practice
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Der er et lederskabsteam, som har en fremgangsmåde,
06:05
where they bring together each member
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hvor de bringer hvert medlem sammen
06:08
collecting, here are trends that impact me,
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og samler, her er de trends som påvirker mig,
06:10
here are trends that impact another team member,
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her er trends som påvirker et andet team medlem,
06:13
and they share these,
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og de deler disse,
06:14
and then make decisions,
to course-correct a strategy
to course-correct a strategy
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og tager så beslutninger, for at redigere kursen af en strategi
06:17
or to anticipate a new move.
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eller forudse en ny bevægelse.
06:20
Great leaders are not head-down.
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Gode ledere ser ikke ned i gulvet.
06:23
They see around corners,
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De ser omkring hjørner,
06:26
shaping their future, not just reacting to it.
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former deres fremtid, ikke bare reagere på den.
06:29
The second question is,
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Det andet spørgsmål er,
06:31
what is the diversity measure
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hvad er diversitetsmålet
06:33
of your personal and professional
stakeholder network?
stakeholder network?
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af dit personlige og professionelle stakeholder netværk.
06:37
You know, we hear often about
good ol' boy networks
good ol' boy networks
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Vi hører ofte om "gode gamle drenge" netværk,
06:40
and they're certainly alive and
well in many institutions.
well in many institutions.
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og de lever og trives helt sikkert i mange institutioner.
06:44
But to some extent, we all have a network
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Men til en vis grad, har vi alle et netværk
06:46
of people that we're comfortable with.
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af folk, som vi er veltilpasse med.
06:48
So this question is about your capacity
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Så dette spørgsmål er om din kapacitet
06:51
to develop relationships with people
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til at udvikle forhold med folk,
06:54
that are very different than you.
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som er meget anderledes end dig.
06:55
And those differences can be biological,
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Og disse forskelle kan være biologiske,
06:58
physical, functional, political,
cultural, socioeconomic.
cultural, socioeconomic.
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fysiske, funktionelle, politiske, kulturelle, socioøkonomiske..
07:03
And yet, despite all these differences,
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Og alligevel, på trods af alle disse forskelle,
07:07
they connect with you
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falder de i hak med dig,
07:08
and they trust you enough
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og de stoler nok på dig
07:10
to cooperate with you
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til at samarbejde med dig
07:11
in achieving a shared goal.
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om at nå et fælles mål.
07:14
Great leaders understand
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Store ledere forstår,
07:16
that having a more diverse network
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at det at have et mere varieret netværk
07:19
is a source of pattern identification
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er en kilde til mønstergenkendelse
07:23
at greater levels and also of solutions,
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på højere niveauer og også af løsninger,
07:26
because you have people that are thinking
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fordi du har folk, som tænker
07:27
differently than you are.
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anderledes end du gør.
07:30
Third question: are you courageous enough
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Tredje spørgsmål: er du modig nok
07:33
to abandon a practice that has
made you successful in the past?
made you successful in the past?
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til at opgive en fremgangsmåde, som har gjort dig succesfuld i fortiden?
07:39
There's an expression: Go along to get along.
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Der er et ordsprog: Gå med for at komme med.
07:43
But if you follow this advice,
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Men hvis du følger dette råd,
07:46
chances are as a leader,
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er chancerne som en leder,
07:49
you're going to keep doing
what's familiar and comfortable.
what's familiar and comfortable.
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at du bliver ved med at gøre, hvad der er velkendt og komfortabelt.
07:53
Great leaders dare to be different.
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Store ledere tør at være anderledes.
07:56
They don't just talk about risk-taking,
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De taler ikke bare om at tage risici,
07:58
they actually do it.
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de gør det faktisk.
08:00
And one of the leaders shared with me the fact that
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Og en af de ledere delte det faktum med mig,
08:03
the most impactful development comes
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at den mest betydningsfulde udvikling kommer,
08:05
when you are able to build the emotional stamina
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når du er i stand til at opbygge emotionel udholdenhed
08:08
to withstand people telling you that your new idea
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til at modstå mennesker, som fortæller dig at din nye ide
08:13
is naïve or reckless or just plain stupid.
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er naiv, dumdristig eller bare ren og skær dum.
08:17
Now interestingly, the people who will join you
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Interessant nok, er de mennesker som slutter sig til dig
08:21
are not your usual suspects in your network.
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ikke dem, som du umiddelbart ville tro i dit netværk.
08:25
They're often people that think differently
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De er ofte folk, som tænker anderledes,
08:28
and therefore are willing to join you
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og derfor er villige til at gå med dig
08:31
in taking a courageous leap.
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i at tage et modigt spring.
08:33
And it's a leap, not a step.
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Og det er et spring, ikke et skridt.
08:37
More than traditional leadership programs,
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Mere end traditionelle lederskabsprogrammer,
08:40
answering these three questions
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vil det at besvare disse tre spørgsmål
08:42
will determine your effectiveness
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bestemme din effektivitet
08:43
as a 21st-century leader.
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som en 21. århundredes leder.
08:46
So what makes a great leader in the 21st century?
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Så hvad skaber en leder god i det 21. århundrede?
08:51
I've met many, and they stand out.
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Jeg har mødt mange, og de skiller sig ud.
08:54
They are women and men
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De er kvinder og mænd,
08:56
who are preparing themselves
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som forbereder sig selv på,
08:58
not for the comfortable predictability of yesterday
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ikke gårsdagens komfortable forudsigelighed,
09:01
but also for the realities of today
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men også på nutidens realiteter,
09:05
and all of those unknown possibilities of tomorrow.
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og alle de fremtidige ubekendte muligheder.
09:09
Thank you.
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Tak.
09:11
(Applause)
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(Bifald)
ABOUT THE SPEAKER
Roselinde Torres - Leadership expertBCG's Roselinde Torres studies what makes great leaders tick -- and figures out how to teach others the same skills.
Why you should listen
Roselinde Torres is a senior partner and managing director at the consulting firm, BCG. A senior leader in the firm’s "people and organization" practice area, she is also the company's resident expert on leadership, a topic she has studied her entire career.
Questions she likes to ask include, "what innovative methods can help prepare the next generation of leaders?" and "how do we enable leaders to unlearn past modes and habits of success?"
Prior to joining BCG in 2006, Roselinde was a senior partner at Mercer Delta Consulting, while she has also led internal consulting teams at Johnson & Johnson and Connecticut Mutual Life. She speaks frequently about organizational transformation and leadership; her work and thinking have been featured in publications such as BusinessWeek and The Economist.
Roselinde Torres | Speaker | TED.com