WEBVTT

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Hello, Jeanette.
I'm really looking forward

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to our little talk today.

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To discuss a few other things
that we've been talking about

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through our different talks.

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So I'd like to set the ball
rolling by just raising the issue

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of which type of leadership can one choose?

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Is it possible to choose
the type of leadership?

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What is the best way to select
what suits one?

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Wow!
That's a high bargin, Bernadette.

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I think it's a very pertinent question.

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Because when you go to leadership training,

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then you see all these different kinds
of leadership styles

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and say
- "Okay, this is what you can do"

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"this and this, and this, and this.

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Its like, okay, and then it's me,
me in the middle of all this,

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and it's like, who am I?
And what should I choose?

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And I think it is very, very important
that you choose to be who you are.

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And in order to then be able to...
what they say in leadership -

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To style flex,
and use different kinds of styles

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for different kinds of settings, situations,
different kinds of work environments,

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and so on,
you need to know who you are.

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So any kind of leadership training
actually starts with

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you getting to know better who you are.

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What you're thinking about
is that often in leadership,

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one is always thinking about the others.

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The people who are going to lead,
your mentees, etc.

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But what you're suggesting is that,
that should not be the first focus.

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The first focus has to be
shine the light to you not on the others.

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Yeah,
not shining the light in the work setting,

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but shine the light on inwards,
who you are,

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because parallel with you growing
into a leadership position

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or advancing as a leader,
you need to grow into the full you.

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You need to be you,

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from the top of your head
to the tip of your toes.

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And I think if you genuinely
know who you are,

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you will also be
comfortable in new situation,

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you will seem as if it is a true person
that's there and not want to "face it".

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And if you are in a small or larger
working setting,

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if you have few or many people
that you are actually the lead on,

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it is this they are looking for who are you.

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And often I think that that's what
you're saying that we don't take

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the time to get to know ourselves

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as much as we take time
to get to know others.

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So it's very important that we take the time
necessary to get to know ourselves

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before we even try to get to know others
because otherwise,

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we really don't know where we stand.

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And I was just reflecting upon this
that in the world today,

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we do move, people move,
and you move from contexts

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you move from places,
you move jobs, etc, etc.

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And therefore,
I think what would you say

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is one of the challenges
in this kind of change

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and changing environment
and moving when it comes to leadership?

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I think in Norwegian, we have a saying
and that is "the no" moves with you.

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And "the no" is you.

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That means - yes, you can move
from different culture, different countries,

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different settings,
different working environments,

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different styles of working...

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is required at different kinds
of contexts and so on.

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You can move from [coughs]

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an environment that is very diverse
to a more uniform work environment,

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but you, you are there
and that means you need to know you

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so that you also
are feeling comfortable in new situation,

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and that you know your own reactions
when you are feeling pressed

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when you are feeling challenged,

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when you are unsecure and so on, so that
you know this and that you don't act out in way.

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You're saying that
we should be true to ourselves

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and one of the things is, of course,
everybody changes, we also change,

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you know,
during a live course, in the situation.

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But I think that what stays constant perhaps,
is the core values.

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And that is perhaps something
that we will always keep with us

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or do you think those change as well,
with time?

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I think that what you
as a young 32 year old leader,

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in your first major position
you have identified some core leadership traits

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that you think is this is what's going to be
very important to me, currently,

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and you are adopting them as values,
and you're striving to actually exhibit those

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and show those to your working environment
and to your colleagues.

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And also, of course, to the person
or the board that you are reporting to.

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And I think you're right,
as you mature, as you grow,

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there are a few,
I think they become fewer and fewer.

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So I think there are,
it crystallises that there are a few things

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that is really, really important to you.

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And that that's what you carry with you,
and you become also more flexible.

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And it might seem a little special,
but I think it's very similar to parenting,

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that when you have your first child,
you have a whole list of things

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of do's and don'ts
and so on that you want to do,

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because you are so afraid
of not doing it right.

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And then when you have a second
or third child, and as they grow,

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there is a few things that ends up
being the core values

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or are the core of things that you think
is extremely important to exhibit.

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So we should know ourselves,
know ourselves better

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know what our core values are.

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And they will change over time,
but at least know and be aware of it.

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And I think that's a very good start,
don't you?

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I think so.
And I think also this goes

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with the Maslow's hierarchy of needs
where you show

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when you're actually going towards
self-development when

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you're going towards self-realisation,
because usually we only talk about

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the lower parts where that is being safe
and having access to food and security and so on.

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And I think that's why,
I think we need to look at that.

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I think that the concept there
is really good for us to really grow into ourselves,

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both as leaders and as persons.

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Thank you, Jeanette,
and I hope everybody who's listening,

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has that take home message.

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Thank you, Bernadette for initiating this.
I appreciated that. Have a blessed day.