Page 12 - Finnish_leadership

2. The second paradox:
The good and bad sides of focusing on issues
Many of the experts highlighted professional skills as the biggest strength of Finnish leadership. We have
no tradition of leadership by profession. A large share of management continue to ”rise” to their positions from among the employees. Finnish leaders know how to interpret numbers and rely on processes. This has enabled good ability to make profits. At best, a Finnish organisation is like an efficient machine led as regularly as clockwork towards the desired objective.
However, this is also not a black-and-white issue. Instead of people, leaders are focused on numbers, which
results in communicating through numbers, not words. Less emphasis is put on inspiring staff and leading an experience of meaningfulness. The focus on numbers and processes also manifests in organisations as a lack of a culture of experimentation and excessive attachment to processes, ”a love of processes”. Too much emphasis is put on refining the existing operations, also in situations where it would be advisable to boldly seek and explore new opportunities. Therefore, Finnish leadership involves both efficient and solution-oriented delivery of results
as well as attachment to old, previously learned models which bury humaneness under numbers and figures.
”Finnish leadership is more concerned with leading issues than people. More focus is put on processes than encouragement and inspiration.”
Päivi Rahkonen Municipality of Hollola
”Finnish leadership is gradually becoming less authoritarian. This has been a slow change and a lot remains to be done.”
Peppi Kaira SOL Oy
”Finnish leadership has developed to become much more human-oriented (...), with a focus on the individual and with improved communication. We have moved away from leading based on status.”
Mirva Antila IBM Finland Oy
12 The State and Future of Finnish Leadership