Danish Energy Company
5 specific ways you as a leader can work with feedback
When you meet Morten, it’s immediately clear that he is both welcoming and genuinely curious. He’s an attentive listener, ensuring he truly understands what you’re saying. You’ll also notice his articulate, competent, and straightforward communication style — he’s never afraid to express his thoughts openly.
If you encounter Morten outside of work, you can always spark a conversation about his passions: cycling, sports, cooking, and the latest trends on the internet.
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RECORDING FROM HELD WEBINAR | Free webinar for managers, HR professionals, or the particularly curious who want a thorough and easy to understand introduction to psychological safety
Tool Tuesday video #6: Use “I language” when giving feedback and sharing perspectives
Systemic leadership represents not just a trend, but a significant evolution in the way we manage and shape organizations. It's about looking beyond the obvious and realizing that any organization is more than just the sum of its departments or processes.
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As a modern leader, it is important to be sharp on strategic management. In a world that is constantly changing, the ability to look ahead, develop a clear vision, and execute strategies is essential to an organization's success.
Strength-based management is a newer philosophy in management that focuses on getting the most out of your employees' potential. Leadership is about more than just making decisions and giving orders.
Today there is - thankfully - a growing recognition that traditional top-level hierarchies are not always the most effective way to lead. In contrast to the top-managed, controlling and error-focused, trust-based leadership has emerged as a key to success.
In a busy world of work, time is a precious resource and inefficient meetings can have a negative impact on productivity and results. Therefore, it is important to understand how best to lead meetings in order to achieve the desired results and maximize the potential of the organization.
