Olle’s Chronicle

When trends come and go

Looking back today, mostly for amusement, at the agendas of leadership conferences from the mid‑1990s, it quickly becomes clear that much of that content would probably not be used today – and that is no bad thing. Many of the self‑assessment tools used over the years have also been questioned, as they were not always supported by research. This is a necessary and welcome discussion.

Buzzwords come and go. When one term disappears, it is replaced by others. Today we talk about transformational, agile and situational leadership, change management, cross‑functional teams and work–life balance. This abundance of terminology can feel overwhelming, but it also reflects the fact that leadership has genuinely evolved over time – often for the better.

It is the discussion itself that matters. To remain a relevant leader in your own time, reflection and a genuine understanding of the people you lead are essential. People may hear what you say without truly understanding what you mean. Motivations, anxieties and life circumstances vary, and the boundary between work and private life is often blurred. The better you know your colleagues, the easier it becomes to understand them and provide the right kind of support.

Leading into a headwind

Within the sawmill industry, we have experienced several difficult years – and there may well be more ahead. Leading people in a day‑to‑day reality shaped by adversity demands greater presence, clearer communication, and a stronger focus on identifying positive elements, even when they are small.

At its core, good leadership does not change depending on whether times are good or bad. What does change is which aspects need greater emphasis when the business is under pressure. Transparency is important, but people do not perform better if they are constantly reminded of how bleak the situation is.

A classic example is Sweden’s football comeback against Germany, when they were 4–0 down at half‑time in an away match. The need to dwell on how poorly things had gone was probably limited. What mattered instead was creating energy, motivation and belief that a comeback was actually possible.

The same applies within organisations. Insecure teams with low confidence rarely perform at a high level. Psychological safety and trust are difficult to establish during a crisis if they were not already in place. That is why it is crucial to work actively on these areas even in good times.

At the same time, leaders are only human. To cope during periods of headwind, one must be prepared to lower one’s guard and show vulnerability. This helps foster an understanding that energy and positive feedback flow in both directions – from employees to leaders as well. Relationships of this kind take time to build.

What is universal in leadership?

But does everything really change? Based on my experience of leading people from many different parts of the world, I would argue that certain elements of good leadership are universal.

It starts with a genuine interest in people. In the long run, the true measure of your leadership is your ability to make people want to follow you – in both good times and bad. That is never authentic without a real commitment to those you lead.

Wherever I have worked, the same fundamental needs recur:

• Everyone wants to be seen
• Everyone wants to be listened to
• Everyone wants to feel a sense of belonging
• Everyone wants positive feedback
• Few people are particularly good at handling negative feedback

How these needs are best met, however, differs from one individual to another. That is why different people require different styles of leadership. Ranking or judging cultures rarely adds value. Acceptance and understanding, on the other hand, are essential to creating sustainable change.

Leadership as continuous practice

Leadership requires ongoing development. Looking back, I do many things differently today – both because I have changed as a person and because my knowledge base has grown over time. This development has not always been voluntary, but it has made me a better leader in the context in which I now operate.

Lower your guard. Show that you are human too. Develop a genuine interest in your people and combine it with an understanding of the setting in which you lead. That gives you a platform that endures over time.

In the end, it is not your manager who sets the grade for your leadership. It is the people you lead – and the results you create together.