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CREATING THE EMOTIONAL SPACE WHERE PEOPLE AND IDEAS THRIVE

WHAT CLIENTS SAY

”ACT AS IF WHAT YOU DO MAKES A DIFFERENCE. IT DOES.”

– William James

”Working together with Anttu and his unique approach, has given us sustainable results as in how we work and align together as a team.”

– Samu Konttinen, President and CEO

“As a team we have become better at engaging and challenging each other into considering matters from different perspectives, while constructively working our way through potential conflicts.”

– Adel Hattab, CEO

”Two years after completing our development program and working with Andreas we are still reaping the benefits. As a management team we are more focused, better aligned and clearer in our decision making.”

– Sascha Brozek, SVP

“Anttu has been a mental coach for us. Working and practicing together with him helped our leadership team become better at aligning to decisions made and in clarifying the implications and expected next steps.”

– Laura Tarkka, CEO

”Training and coaching some of our managers and leaders, by emphasizing the importance of role modeling the desired behaviors, Anttu has played a vital role in supporting us in creating an intrapreneurial culture at Pöyry and form the basis for a high performance organization.”

– Martin à Porta, President and CEO

“Andreas has helped us take our discussions in the leadership team to the next level. We are better at addressing difficult topics in a more honest and in a more constructive manner.”

– Anders Egelrud, CEO

SUSTAINABLE RESULTS

“DO NOT CONFUSE MOTION AND PROGRESS. A ROCKING HORSE KEEPS MOVING BUT DOES NOT MAKE ANY PROGRESS.”

– Alfred A. Montapert

Sustainable results

in changing leadership behaviors are best reached through a series of carefully designed interventions, deliberate practice and data-based feedback given systematically over a longer period of time.

The Leading High Performance Development Process is based on a number of real time behavioral observation sessions of the team at work during regular meetings. The LHP Development Process focuses simultaneously on both the individual as well as on the team.

During the LHP Development Process both quantitative and qualitative behavioral data is methodically collected and analyzed against a 3-variable High Performance model and evaluated against the set targets and the progress made.

As a result of the development process the team will adapt behaviors [the Focused Deep Probing Enquiry model] that enhance the engagement, which in turn leads to improved clarity and hence, increases the likelihood of alignment and commitment to the decisions made. The improved clarity and alignment, combined with the strengthened commitment drives successful execution.

THE EMOTIONAL SPACE

”HE WHO HAS A WHY TO LIVE FOR CAN BEAR ALMOST ANY HOW.”

– Friedrich Nietzsche

The Foundation

for a High Performance culture is laid by establishing an emotional space – a psychological safety – where people dare to speak their minds. When people feel safe and when they feel that someone truly listens and cares about what they are saying, the likelihood of them speaking up and addressing uncomfortable and difficult topics increases.

Unless people dare to speak their minds – unless they feel that their opinions and thoughts matter – they may refrain from truly engaging and fully committing to the matter at hand. Hence, both execution and ability to innovate will be stifled in an organization where the culture is one characterized by fear and oppression.

The prevailing culture is defined by the behaviors portrayed – in organizations to a great extent by the leadership. Is yours one that inspires and energizes people? Or is it one that suffocates and drains people of their energy? Is yours one that encourages people to challenge the conventional thinking, the status quo and courageously step out of their comfort zones onto territory where the danger of conflict may lure? Or do people hold back and play it safe because fear of failure?

Your answer is a good indicator of the likelihood of High Performance. Leadership is not position nor title, it is attitude and behavior. Is yours one that boost innovation and drives execution? Is the leadership behavior contributing to creating a promotion mindset where people are playing the game to win?

ATTITUDE IS A CHOICE

“WHETHER YOU THINK YOU CAN OR WHETHER YOU THINK YOU CAN’T, YOU’RE RIGHT.”

– Henry Ford

WHEN ORGANIZATIONS

struggle with performance the remedy is often sought through strategic or structural adjustments. The root case however, can more often be found in the culture, which to a large extent is defined by our mindset and behaviour. Hence the adjustment needs to focus on these. The question we should ask is how do we as leaders behave in order to create an emotional space that increases the likelihood of High Performance?

The problem is rarely lack of knowledge – that we wouldn’t know what good leadership is, what it looks like or how we as leaders should behave but rather that we as leaders don’t behave as we know we should – especially when stressed and when under pressure.

The good news:
Behaviour can be practiced. Attitude is a choice – curiosity a virtue. Believing is the first step. The rest is just hard work and relentless practice.

YOURS TRULY

”WE MAY AFFIRM ABSOLUTELY THAT NOTHING GREAT IN THE WORLD HAS BEEN ACCOMPLISHED WITHOUT PASSION.”

– Hegel

Andreas “Anttu” Forsberg

is a leadership anthropologist, an observer and a behavioral analyst. He is an experienced and engaging speaker, facilitator and executive coach who through observation, behavioral analysis and feedback helps leaders and teams understand how their behavior impacts the engagement of people around them – either increasing or decreasing the likelihood of High Performance.

Andreas’s passion and pursuit of creating an engaging and inspiring working environment where teams and individuals thrive has taken him around the world. He has worked with leaders and teams from many different nationalities, with different cultural backgrounds representing a variety of functional roles within global businesses. This has given him a richer perspective on how to lead High Performance in times of change and uncertainty.

Andreas is the founder and CEO of Leading High Performance Ltd. He has a master’s degree in Adult Education from the Helsinki University, Finland. He has 20+ years of experience of leadership and leadership development.

Andreas is a member of the global learning resource networks at:

  • Duke Corporate Education
  • Hanken & SSE Executive Education
  • Turku School of Economics Executive Education.

In 2017, the Turku School of Economics Executive Education awarded him as the leadership educator of the year. He is accredited as a facilitator for both the Team Management Profile (TMP) and the WorkPlace Big Five tools.

Andreas works fluently in English, Swedish and Finnish.

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Fredrikinkatu 60 A 17
00100 Helsinki