Page 21 - Finnish_leadership

A better culture of discussion should
be learned and incorporated into the engineer-like ability for making decisions
Speaking, interacting and being present are the
most important tools of leadership. Today, people
have an increasing craving for narratives, a sense of meaningfulness, being heard and a strong experience of involvement. A more psychological leadership approach and encountering each employee as an individual allows us to better utilise the competence in the organisation as well as to inspire people. At the same time, we also learn to manage different kinds of people, which develops Finnish leadership to a good direction from
the perspective of multiculturalism.
This involves a transition from a mechanistic concept
of the organisation towards an approach where the organisation is perceived as a living organism. Everyone participates in generating ideas and developing issues, and competence is spread as structures allow more leeway to employees. The ability to encourage the engagement of people is turned into a work of art: this involves learning to combine collaboration and dialogue that encompasses the entire organisation with working together with others efficiently and an ability to make decisions.
Let’s think more boldly and broadly
We should bravely utilise the competence in our society. We have an excellent foundation for utilising
the opportunities brought by digitalisation and new technology. We are more lacking in courage
than ability. Understanding the bigger picture involves comprehension of the change brought
by globalisation and a better utilisation of the opportunities it has opened up. Internationalisation
is not an alternative – it is a vital condition. It is not worth being stuck alone, jealously hanging onto your own kind. Together, we are stronger and more
interesting. This demands courage to be open to cooperation, also with so-called competitors.
With increased uncertainty, the significance of experiments is emphasised. The key to future success is in collaborative activities and increasing a culture
of experimentation. In addition to perseverance and resilience, the Finnish concept of ‘sisu’ could also include
the courageousness to immerse oneself in new things. Leadership must be able to create trust in the future and set aims high. We should make it our goal that the Finnish working life will be the boldest in the world by 2025.
The State and Future of Finnish Leadership 21