CEO’s angle: What is the best leadership style in uncertain times?

We are now operating in an environment with more uncertainty and less predictability than we have had in recent years. This made us reflect on what the most efficient leadership style is in these times?

In this article, Herrmans’ CEO Dan Liljeqvist gives his thoughts on this interesting topic. We also collected some input from his colleagues at Herrmans to see how they perceive his leadership, so keep reading!

When the rules keep changing

In the various companies I have worked in, they have gone through different phases with rapid growth or very challenging situations and need for strategic renewal. Different company cultures and situations require different approaches.

Modern research describes among other:
(i) Servant Leadership, focusing on serving others,
(ii) Transformational Leadership that focuses on inspiring change, and
(iii) Autocratic Leadership that on the other hand focuses on control and direction.

There is probably no single best leadership style that would work in all situations a company might get into. The style, in combination with the context, and the own behavior always play a big role. Your own behavior is then again shaped primarily by your values, personality, experiences, and mindset.

Surely a leader needs to serve the team, inspire, and have a grip on the control and direction.

Leadership in tough times

A recent concrete example from the bicycle industry is that the last years have been primarily focused on survival of the company, meaning that emphasis has been on control and direction.

It is actually very simple: the company needs to be healthy to serve the people, and the other way around. But in that specific order.

The bicycle industry has gone through rough times, and now recovery has gradually started. To some extent, a new reality and competitive arena lie ahead, meaning that strategic renewal will be required to various extents depending on where you are in the value chain.

Success is built on consistency, not charisma

Leadership is fascinating, because the more you study and practice the art, the more you realize how much there is still to learn.

As one of my favorite leadership researchers Jim Collins phrases it:

“Greatness [for the company] is largely a matter of conscious choice and discipline.”

A natural part of the journey is that people adapt to the changing operating environment – or then simply change the environment.

I think that success is built through consistency, not charisma. It is also very important to stay humble in many perspectives and face the facts as they are, not what you wish they were.

I guess the best way to be efficient and sustain as a leader is to be authentic, understand your own blind spots, adapt to different people and situations, build trust, and keep on grinding.

Enjoy the ride!

Comments from the team: “How would you describe Dan in 1-2 phrases?”

It’s safe to say he passes this test with flying colours!

“Dan is an optimistic person who looks for the bright spots even in difficult situations and always keeps moving forward.”

“Dan has a twinkle in his eye and a sharp, subtle sense of humour.”

“A determined leader who looks ahead even when the present demands everything, and who builds trust by giving responsibility and supporting where it’s needed.”

“A professional and straightforward leader, open to discussions.”

“An inspiring and ambitious leader who makes others think bigger and believe more in themselves, it often feels like you’ve grown a few centimeters after a meeting with Dan.”

“Energetic and down-to-earth, he leads the company without unnecessary hierarchy.”