RE: Action

After following Tim Ferris blog in two years time, I ended up buying his book The Four Hour Workweek. " On the way, I was also a "victim" for his well-oiled machine, but it does not matter, it is an excellent book, where I ran a single chapter over and maybe think the first was the most interesting.

Actually, I had misunderstood the book's content until I briefly mentioned it to my good friend Andreas . I thought it was about that if I beside my work spent four hours a week on something I like, I would also be successful with it. And from the time I started to follow Tim Ferris blog, it was something I started to practice. Partly in relation to this blog's shift from content back in May 2008. More significantly in relation to other things that are extraneous blog here.

The subtitle is "Escape 9-5, Live Anywhere, and Join the New Rich." It's not about to spend four hours at the side of his work. I had seen it wrong. For it is about to spend four hours a week at work. Throughout the book says Tim Ferris on how to free up its resources. He has a personal assistant in India. He gets up very quickly indeed two. He talks about his many failures and successes, and even though he is American in its tone sales, so I do not think the book is overly lengthy as some of his American non-fiction colleagues in the habit.

The book is useful. The message comes from within, pulling things down to earth and makes it possible.
It starts with defining some problems. Introduces how he uses the 80/20 rule. The fact that he earns 80% at the 20% best customers. The remaining 20% ​​are those who give him the most problems in the work.
He defines some barriers most (?) Walk around with and then he breaks them down. Among other things, he uses terms like "not to overestimate his opponent or underestimate themselves." Which works really well if you need to meet a big shot in a company.
And then he puts on the whole a lot of questions that the reader must consider in order to maintain its self-understanding.

It is the entrepreneur (contractor) he is talking to. And there are several things that do not interest me very much to pursue. That is simply not my style to "ask forgiveness rather than ask for permission." The desire for constant traveling and experiencing the world is not my driving force. Tim is good enough here and say it just comes to define its goals and pursue it, not to wait until they retire to do what you want.

But after reading the book I am probably better equipped to pursue the idea to spend four hours a week (something else) I think about.

Someone learning in leadership comes by exercising leadership. And some knowledge is by reading books. My university education has been good to me at that point and I'm glad theoretical books. Within the leadership, I will always recommend a piece of classical literature. Niccolo Machiavelli : The Prince.

But it may be too theoretical in the sense that in practice it is not as good an idea as it sounds.

Henriette Weber was last year a good idea to publish "Why all companies should be rock bands" at Toothless Tiger Press , after people had responded positively to a speech she had stopped at Shift08 in Lisbon.
The idea is really good enough. We're going out of the box and see the cooperation we have in a "business" in another context. I agree that it will improve our "business".

Henriette begins by mentioning that rock band is a metaphor for "sejhedsfølelsen". It's about being cool and popular. She then 7 musical lessons.

1. Why have a 9-5 job? And similar to if you feel and act like a rock star, you see differently, positively on itself.
2. The drummer is not the same as bassist. Which means that we must do what we do best, and let others do what they are good at.
3. That we do not have to be like Bono to do something good.
4. Rock Bands is about more than business. We not only work to earn money, we also make music.
5. A list of suggestions to get started with being rock bands. I think it's very fun to ask the question: what would a rock band do (a la Jeff Jarvis : "What Would Google Do?").
6. Return on Involvement is about the amount of it to get involved, influence the amount of the other involving the back.
7. We must change ourselves - right now because of the financial crisis.

The premise is that everyone will be in a rock band and that we must live out our childhood dreams. As mentioned in previous blog posts " (Don 'with) to manage your business as a rock'n'roll band "that the premise is problematic. We will not all be in a rock band and rock band metaphor includes some issues that neither Henriette Weber, Peter Cook and others have yet addressed. The metaphor is used creatively to highlight positive opportunities. But to build an organization on something as unstable as a rock band does headless romantic in me.

Henriette Weber 7 lessons may give pause for thought and inspiration for everyday life. But I think because metaphor force: this concrete as well as metaphors in general.

It sounds funny, but I will not enjoy anything. Music analogy is otherwise obvious. Orchestras with stable bureaucracies, sheet music, focus on the group and the conductor as the centralized managed. Free jazz is composed of organic structures is on the edge of chaos, self-managed and focused on the individual. Rock n roll is made up of both music and improvisation, both group and individual is required and management is distributed.

Peter Cook wrote in 2006 "Sex, Leadership and Rock n Roll" . In the book he explains leadership through song titles, and describes the business organization and dynamics by comparing the context of a rock band. The book is written in three chapters. The section on sex is all about teamwork and to build relationships internally and externally. The section on drugs is about motivation. And Rock n roll section about reaching and maintaining high productivity.

Come together: When something good happens to work, make sour you all experience the joy of text simultaneously.

It is possible that the book explains leadership in other words than the traditional management books. Playing and learning go hand and hand in this book. But if the book (also) be understood literally, then it is a radical statement.

Well Pat, you've done well on "Rock'n 'Roll this year, but you need two workshops on" Sex "next year. The two options help you are: Self-abuse [distance learning MBA], group sex [in-house training course], and cross-dressing [job rotation]. Which best fits your learning style and aspiration?

The tone is fresh, but it is not to create a creative environment. It is using its employees as guinea pigs and basically take the piss out of them. To continue the analogy, there are a lot of amateur musicians and few stars. Is that Peter Cook had thought it would be in business cultures?

Nothing compares 2 U: Make your offering unique and hard to copy.

The book could usefully have been written as a feature article. Music analogy is interesting, creative and possible. øjneåbnene part while such terms, like the rest is already here.

Website: http://www.academy-of-rock.co.uk/
Reviews on Amazon .
Article from Institute for Futures Studies (04 / 2007).

I am far from expert in the field office decor. But I have felt a need to learn about workplace accommodation - compared to my presence (understood physically but as also virtual) - since made a number of initiatives to improve the physical layout of the department I move in to a day. Although the ideas for improvement are okay, so I have not been overwhelmed with excitement. The first part - " Functionality, social perception and conflict: Thoughts on office design (Part 1) "- has been for me an investigation of what thoughts others have done on office design with emphasis on the philosophical and psychological rather than physical aspects such as noise , temperature, security, etc..

This second part is for me to dig deeper into the philosophical and psychological aspects of office design and hopefully get closer to what office design does the work.

It is certainly a little ironic that I make myself these thoughts when my current job has already been highlighted in various contexts as a company that thinks outside the box or if nothing else, follow the zeitgeist with cafe-inspired decor and various furniture depending on the type of meeting space. But maybe it's just focus and opportunities that provide room to raise its ambitions? It was the first question. I hope you can put a comment on what you're thinking, whether you're reading this a week or a year after the oak has written this post on the blog, because I will definitely need input from others.

Interior: Future work

"We have staged our work such that it is true that sit behind a desk. This is because we have not gotten away from the typewriter yet. We have a keyboard on the typewriter and still use paper. Therefore, we need to have a fixed location, namely at our desk where we have our folders "
Quote Ivar Moltke, the architect, at http://www.fremtidenskontor.dk/ ... / Tendenser.aspx

Further it predicts Ivar Moltke a change of workplace. "Joint work requires common screens" he explains, noting that not all alike and work alike. It can cause more diversity in the furniture selection. The improvement I will look forward to.

Jesper Bo Jensen, futurist, has also made some interesting thoughts on the future of work. In an article on fremtidsforsk.dk he writes that open plan offices are lavomkostningskontorer that are tried made ​​modern. It is sold with ideas to more employees in the same room creates team spirit and cooperation across the organization and that it increases productivity. But there have been shown to have various negative consequences such as poor working, lower productivity and without the positive expectations for increased team spirit and cooperation have been met. One-size-fits-all belongs to the past.

In the future we expect that an office building is not necessarily closed and turned off after at. 16:00. This is partly due to the blurring of boundaries between work and leisure, mutual flexibility and changes in work routines. For example. I can imagine teams work on a project in "clock" because everyone has the time right here while they're more on your own at other times.

"It has enough quality for a director to show foreign visitors around, to show the office after office with the same layout, but what is really signal value in this uniformity. It says may simply be that we have to check the alignment of employees. Who would expect innovation and creativity in these environments? "
Quote Jesper Bo Jensen .

If I have to be innovative, so I am depending on the variety, the square (and ability) to fantasize and be naturally creative. That is precisely why we need both efficient as well as creative work environments.

Motivation
Actually I would have used the word stimulus, but after further consideration, it is a term used in connection with babies / children and learning. So to avoid the somewhat unfortunate association, so is my focus instead motivation - and more precisely: work motivation.

People's motivation to work may be quite different. Roughly speaking, the various theories' descriptions collected in three different groups:

• Physical working conditions, environment and labor.
• Social aspects. Here, governance standards in the workplace and the like usually the most important roles.
• Realisation. That the people have an exciting and challenging work. (Opportunity to show you are clever)

If I want to influence people's behavior and commitment, I must ensure that the framework for motivation is present. My question is about our office design itself can be a motivating factor in relation to behavior?

Self-actualization
Yes. In my view, office design is a good place to start when talking about the realization of a self. Part of accomplishment and self-actualization is about meaningful content in everyday life. But identity is also about visibility and to mark themselves academically and socially. In the physical space is a chance to show his current work and past successes ahead.

Communications
One of the key actions in our daily work, communication with others. The computer, phone, kitchenette, canteen - and where I also work - Friday bar, garden in the middle of the building and soft furnishings in corners and in some meeting rooms. There are many tools to be in contact with others and many ways to interact with colleagues.
Ivar Moltke, as I mentioned earlier, suggests that we have common furniture for joint work. Another approach may be functional furniture that requires interaction - without the game becomes an obstacle and an indifferent procedure. In an editorial to task watch be an idea to ensure deadlines, knowledge sharing and more. I have no immediate examples, but the idea is that employees are active and interact, all other things should lead to creativity and new roads. I'm sure that the individual in encounters with others will be influenced by others' use of the resource.

Physical working conditions
When I think about physical working conditions can be everything from working hours, security, sound and temperature to be about co-workers, wages and the physical place where I sit. Although it may not contribute to increased satisfaction and motivation, then the physical conditions, to an opposite-acting effect: that employees are less satisfied and less motivated.
The area affected in ample degree of labor inspection and many others and I have probably nothing much interesting to note in relation to it. But should not I conclude that there are aspects of philosophical and psychological nature that have an impact on employees in relation to the layout of where and how an individual sits. I return to it in a moment.

Performance - Knowledge and Learning
One of the problems of motivation today is that more employees and managers expect the leader to actively motivate the employee. But what if we ensure conditions for the employee even find the inner motivation?

It may not apply to everyone, but success and skill is an aspect that gets people to perform again and again. Being able to take responsibility and make decisions is another aspect and a third is to have a need to be with others about things. (It's not something I find on it is freely interpreted from a theorist named McClelland).

Office décor may be a direct source to encourage employees to work together. I am thinking on the one hand the physical environment, but it is possible that also virtual instruments can play a crucial role.
At my workplace we are about to install a projector in the department's physical space. The projector will show a site where a defined portion of our work are presented and discussed possibly (?) And that content from our Internet services, statistics, absenteeism and other listed. Personally, I think it's a really interesting approach.

I have some time ago seen Professor of Anthropology Michael Wesch present the way the semester he teaches team work together. The following Youtube video is a clip of a longer lecture .
The virtual knowledge-sharing think I can gain a foothold in companies. With services like Digg , Del.icio.us , StumpleUpon and the like, which collects information and provides the opportunity to comment on it, so users of these services are already trained in community capacity to collect, index, evaluate, and distribute. With these services, we also learned that the mechanisms that people will take part are present. Furthermore, there is need for mediation is also a need for content. Both the creation as well as dissemination of content provides incentives for creativity.

I mentioned before Task watch and alleged that the individual employee in the encounter with others' work is affected. In this context, I imagine also a creative process in the psychological treatment by this social meeting.
Whether there is an acceptance of others' existence and behavior, then relate the individual himself. With mottos like 'Learning by Doing' and 'lifelong learning' is creativity alpha omega. That's why I think that the office design should also support learning and learning processes. Even in fields in 1800, there have been intelligent people who have tried something others have not.

Affiliation
In the first part , I write that the office is the place I reside mostly in the course of a week. Office equipment is so much a question of I and the private. Jesper Bo Jensen mentions that in the future we will have "the opportunity to create his own private space to work with all the flotsam of our lives as we would have around us, with: photos, important objects, own office materials, etc.. "

If everything ends up in the feature-segregated spaces, learning and mobile devices, so we forget the most important. Namely ourselves. I will feel at home feel that I belong where I am. Alienation seems discouragingly gives more sick days and will probably result in either a lack of coherence in his life or that I quit or get terminated. But where is the line between creating a home for oneself, a cozy room with colleagues and the professional workstation where both familiar and strange people come over?
Depending on whether you work in an individual or an open office and depending on the norm in your workplace there will probably be different answers to how the border should be drawn. But my point is that office design with standardized, anonymous furniture does not help the individual to express himself. Through impressions and expressions to define and understand myself. This applies both academically and socially. But if I receive no impression or have space to express who I am, how should I feel a sense of belonging? How can I enjoy myself?
For example, an enterprise could choose to let the new employee choose his table, shelves and "wall" in the form of bulletin board ceiling or anything else where there is physical space to show himself and his work forward. It may be expensive and solutions that link increased the wages is hardly a good idea. For I doubt if the employee has devoted special thoughts about her workstation. "I'm fine with the default desktop - the company will increase my productivity, they must pay" the employee will probably say. And replacement of furniture is not a cheap affair for the company.
I have no doubt that people want to disclose themselves regardless of their otherwise reserved manner of daily life. It's about someone who makes it first and challenge the standards of business and corporate cultures. Otherwise, future offices devoid of individuals, even more so than today.

Anti-termination
The big question for me is

How can office design fostering creativity, support natural processes around learning and ensure that employees feel they have a sense of their physical workplace?

I have not answered the question above. But I have become even more aware of the importance of it.

Introduction
My desk is both the place where I need to perform and deliver my lifeblood of the company's profit maximization and the place I spend the most time during the week. I have therefore a need to feel at home and could make an effort. And therefore, I am amazed that the office layout has not changed since 1920?

Although many employees live in a knowledge society, so is the perception of work and the workplace remains the same as in industrial society. Instead of talking about stimulation, motivation and associate learning, knowledge, so is working on producing a product to be effective and eliminate obstacles to make it easy for the workers.

Work Environment Authority has a delicate and beautiful mission, which reads:

"Work Environment Authority contributes to a safe, healthy and stimulating work environment"

And they do so by focusing on the major occupational health problems. Fair enough. Accidents resulting in the mutilation and death ought to hear the past. For "healthy" and "developmental" work environment in my view, other psychological and philosophical aspects. For example. it is relevant to ask what it takes to become better employees.

Handler office decor only about functionality?
When speaking work environment, so the focus is indoor environment such as noise and temperature. It can also be about ergonomics and about having the right chair and pay attention to repetitive strain injuries. And then there's the "mental health", which concerns the well-being, bullying and stress to name the major topics.

A good interior design of offices serve multiple purposes, writes OFFICE BAR on their website, adding: "First and foremost, the design support the operations and cooperation is going on at work, while taking into account the working environment.". And then they would a number of practical proposals for the layout. My interpretation of this is that the main objective for businesses is that the employee makes things faster and more efficiently.

But it must only be about functionality? For whether I turn to the Centre for Health , Labour Inspectorate or private advisory companies like BAR OFFICE, so is efficiency, security and functionality the only spoken about.
In an industrial society with assembly line work is the approach useful. But in working with information and silence as well as explicit knowledge, the question about the workflow more diffuse, turbulent and complex.

Conflicts
There can be large differences in how two people solve a task best, and what relation that gives the most optimal working conditions for the individual.

Professionally
Your office is not your home. Yet there may be a need to check themselves professionally or personally at the place where you work. On one side is a recognizable safety factor and secondly it can be glassy and anonymous rub off on the employee's approach to his work. There is therefore a need to find the right balance between professional and homely.

Verbosity
On the one hand, every failure is said to drain knowledge workers to reason and productivity.

"Every ringing phone, instant message, flashing email reminder, arrows of papers Cluttered sticky notes and phone messages and knick knacks and memo posted on the wall - hver These Things slows you down, waste your time and energy, and stress you out . "

Quote from: http://cheerfulliving.com/2008/12/10-steps-to-a-zen-like-working-environment/

On the other hand, continuous interaction with information and social contact with humans a source of joy and creativity. I would argue that the handling of complex relationships and the ability to filter is an essential ability in today's working life.

DR has a good theme "Future Work". Section 2 , I have seen with great interest in relation to the above problem.

Organizational Form
The website fremtidenskontor.dk they write that the architecture must support the organization in order to avoid conflicts in the work processes.

"It can, for example. be if the firm's organizational form and technology based on high degree of cooperation and knowledge sharing, while the physical is built with cellular offices. This will cause problems with achieving the flexibility and mobility needed to create a good knowledge sharing.

The opposite is also often a problem. If the company basically values ​​the individual work and also has open-plan offices, the decor create dissatisfaction among employees. They will naturally do not see the value of the better opportunity for collaboration and knowledge sharing, ie. feel plagued by noise and monitoring. "

Quote from http://www.fremtidenskontor.dk/Mennesker/Organisationsformer/Organisationsform_og_indretning.aspx

Changes in perception of work
Eva Bjerrum, who researches "new ways of working" at Aarhus University, calls for work perceptions change. In a study of an advertising agency, an IT company and a law firm were informal meetings, emails, phone calls and chat between colleagues is not a part of the "real work". The real work was all about immersion and individual tasks. According to Eva Bjerrum, it is a habit that carried over from the industrial society, where the focus is on product while unplanned not necessarily be regarded as work.

Eva Bjerrum have made several good considerations, which I think is relevant to mention. In an article in the Exchange Management Handbooks , she writes, among other things, that the workplace is no longer a place.
Working in teams across departments require different flexibility in the workspace. The same project-oriented work and for some, perhaps so far as to have more managers depending on the tasks.
In the article, she notices that data and information collected through IT is not knowledge. Knowledge is about people. It's about creating the conditions and terms for sharing the physical space as a tool. Openness and transparency in interior design and furniture supports employees' participation and interaction.
Eva Bjerrum notes that cellular office supports immersion, while the open space creates interaction. She therefore suggests that the office layout will be activity based. Half of your time is still not at the table, as otherwise I initially cited as motivation for talking about this topic. There are both internal and external meetings, and informal as well as formal conversations, all happening in other places than just at one's desk.

In the article, she also reproduced DEGWs model for activity-based work. It is similar in some respects for the graphical illustration I found in a (sales) presentation from the " Utilities Council of IFMA . " Common is that different types of work performed at different places.

End

It is excellent and valuable considerations. But DEGWs model needs to take account of human psychology and involves no emotion. For example. I find it hard to see that people can feel they "belong to" a place?
Furthermore, I still think the emphasis is on functionality and performance is still similar to what fits in industrial society.
But on the other hand, the above more than just good ideas for decor from Allbusiness.com which was the first link I found via Google. Here are ideas 1) color the walls, 2) hanging art on the walls. 3) place the green plants, and 4) The selection is not conservative and "blank" furniture.

Part 1 has been designed to outline the excited areas of focus when we talk and think office design and work environment. It is my intention to write a follow-up ( part 2 ), where I will focus on what office furniture today should also have an interest.

When I became leader in 2007, I made myself from the beginning of conscious that I had to guide based on a set of values. It is my belief that management is a discipline that also requires more than ambition, hard work and talent.
In a company with well-educated and creative people is the role of authority something you have earned by virtue of knowledge and personality multiplied by a time factor. A few stars on your shoulder do not do any good. This has obvious effects in the people who want the stars.

Before the promotion, I had in my private life taken me some roles that best can fall under the designation coordinator. It has been in 'football' which states it has been in 'writing' as a kind of bridge. In my self-image I have seen it to drive the ball over the second half, more like I was an inspirer, to ensure (inter) action in the coordinate (a collection of authors) was partly an administrative function, but expanded in the sense that he who sets the agenda will automatically have a significant influence by virtue of the definition of the framework.

Situation-based management is a pragmatic approach, where common sense plays a major role. To lead others, I would like to achieve something by building on something else: values.

Responsibility.
I've heard several say that people exist, because the boss can not reach it all yourself. It's nonsense. It is not just a matter of having more hours in the day, but also a question of skills for something more. It is no coincidence that people in one department - despite the mutual inspiration and attraction through knowledge sharing - also specialize in different directions.
To create both joy which success must the employee be a participant (as opposed to observe) in his duties. Influence creates commitment and provides incentive for the individual to do his utmost. Success pointing perpetually returned to the charge.

Respect.
To create a constructive dialogue is not an assumption that players are equal. And actually, I also think that the situation can be difficult to achieve between manager and employee. But when it works when the meeting takes place at eye level, then, ceteris paribus, the basis for good cooperation. Respecting another person is not a declaration of love. But the acceptance and understanding of each other is the openness that creates a place where hands pressed forward to where fists attached.
People are different and it is in the diversity that healthy conflict can create something that is greater than the sum of its parts. The Beatles are the eternal example.
So, respect is fostered by curiosity and dialogue combined with situational awareness.

Trust.
If you believe the best about your neighbor, you might as well stop believing. To have confidence in others is so intrinsic value to me that it is difficult to decipher in full detail. For me it is about to grow apart. With it, I think we all have something we are good at. It's not because I believe we are unique and all are equally good and another 68'er castoreum. It's more a question of doing something with what we have at hand and believe it. Start with the good - in this light, it will not so good more easily accepted and handled by all parties.

Caring.
Med (nogle gange mere end) 7½ time af en hverdag bliver den tid vi bruger med vores kollegaer særdeles betydningsfuld for vores identitet og livsproces (og for nogen livsprojekt). At tage sig af hinanden og turde engagere sig selv i både gruppen og den enkelte kan være grænseoverskridende for både chef såvel som medarbejder. Men lykkes overgangen skabes et tryghedsforhold og en positiv spiral startes.
Jeg vil undlade at komme med undskyldninger for hvad årsagen er, til at dette ikke lykkes for mig endnu. Arbejde er mere end organisationsforståelse og bundlinje eller stillingsbeskrivelser og fredag eftermiddage.
Arbejde er et mellemmenneskeligt mellemværende. Derfor er venlige, humane værdier en kærkommen begyndelse.

Skal jeg summe op på ovenstående, så vil jeg mene, at ansvar, respekt, tillid og omsorg er fire grundlæggende værdier, der i deres fællesskab giver de enkelte medarbejdere tryghed og frihed til at skabe, hvad den enkelte og gruppen er bedst til.

Direktøren begynder sit arbejde idet han læser Berlingske og JP til morgenmaden og det slutter ikke, da Shipping News og andet baggrundsmateriale læses i bilen på vej hjem. Dagen igennem har været et møde afløst af et andet. Da han går i seng ved halv tolv tiden har han haft tre vågne timer, som han ikke brugte på arbejde (frokost-, aftensmad og tur med hunden i fællesskab med konen).

Hvem gider det? Flere vil nok afvise dette liv, men hvis de virkelig fik chancen, er jeg af den opfattelse, at du ikke skal være arbejdsnarkoman for at ville overveje at tage et sådan job. Det er de færreste unge fodboldspillere, der ville takke nej til en kontrakt med en storklub. Det er de færreste forretningsledere, der ville takke nej til stillingen som CEO i Danmarks største virksomhed. Det er ikke et spørgsmål “om”, men “hvornår”, der kan være afgørende – hvis du forstår princippet i pointen.

I dag læste jeg Anne Sofie Kraghs artikel i Euroman, der handler om Nils Smedegaard Andersen, der er chef for AP Møller-Mærsk. Selvfølgelig har Smedegaard Andersen tænkt sig om da han tog jobbet. Det må være en almindelig reaktion hos personer, der møder forandringer eller muligheder i deres liv. Ikke at alle gør sig de samme overvejelser. Men at du, uanset hvor meget du lever i nutiden, også gør dig nogle tanker om hvad du vil og hvad tingene betyder.

Artiklen er spøjs, fordi det er så tydeligt, at den har en agenda. Nils Smedegaard Andersen skal fremstilles som en kontrolleret, professionel, skarp og lidt ukarismatisk leder. Anne Sofie bruger både sin interviewperson, relaterede personer og processen i at få portrættet i hus til at vise disse karaktertræk. Historien lykkes i den forstand, at jeg sidder tilbage med netop det indtryk.

Directors are interesting people who knew people from TV, athletes, musicians. On their own fields, they may be talented, strive and industrious. And then they give us a version of a personality and can thus become a model for a lifestyle and attitude.
Nils Smedegaard Andersen, "in addition relatively ukarismatisk, which is a plus when you are with AO Moller-Maersk." Whether it is true that it is a plus, I can not relate. But it seems that he is himself.

I have in my short career in business heard several say that they can easily separate the business from their leisure time, they walk around in jeans and are more relaxed at home. They get it often sounds as though they are two different people. Some of the fallacies that are in the description of the postmodern society must be that we wrap ourselves in different masks depending on what context we're in. The only thing that's true this may be that we may find ourselves in many different contexts. At Brøndby stadium, I am dressed in different clothes than when I sit to head meeting. But I'm still the same Erik, I still have the same values ​​and same reaction patterns. How will you be able to trust me - and how could I trust myself?

One of the most joyful things that happen in my workday is when colleagues put their personality into their work, they give something of themselves; opens up and adds that they have in their hands a unique value. You do not do it many times in your love life, in your friendships, on the football field, at work before you see the value of it. May this be a reminder to myself.

Last year I went to Exchange Conference "Tomorrow's leaders," where the focus was LEAN. Best I remember Frank Hvam final entertainment and otherwise, that I saw Lean who heard it in a performance-focused management environment. Lean is about being able to assist in the improvement process and lies somewhere between Mean (bottom line) and Feel (passion). My first instinct was that this was new wine into old bottles; an attempt to hide the cost savings and efficiency behind words such as anchoring, honesty and empathy.

I was somewhat disappointed with my first conference. This is due not so much expectation to be served a bowl of gems in front of me, but probably more that I dare not be present, as the Access Not Allowed I was and still is. This conference is probably the ambitious business school boys, which I will not be compared. Whether they become something or was just along for the day. And the fear of the important information went past my nose.

This year is called the heading "Profit Creation despite risks". Speakers in Copenhagen, Jesper Møller from TOMS (as well as new director of DI), Michael West from Letpension and Kim Christian Hvidkjær, Malou Aamund and closing entertainment come Anders Lund Madsen.
And it's pretty interesting. Again, they found a few of the successful or prominent leaders (last year it was dong and DSB). And the risks, volatility, innovation are the pillars especially in the Internet industry, where I find myself organized.

So while I search for previous conference had not thought that this was a forum for me, so I pop up again. Slightly less solemn, a little more humble, and maybe a little more outgoing. So it may be I really get your hands on some of the things that are really interesting.

Link to: Tomorrow's leaders