Client Cases

Our leadership and culture work with Telia, Storytel, NENT & Nordic Morning Group

Leadership and Organizational Growth

CASE

Telia Company

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Employees participated in the program

Positive growth on strategic indexes

Modern, Scalable Model

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Trained Internal Facilitators

What were Telia's needs and goals?

Telia Company’s (21,000+ employees in 8 home markets) journey, as a purpose-driven organization running on values, aims to support the development of self-leaders who navigate a complex business with high ambitions, strong personal values, and purpose—all collaborating together and thus contributing to Telia Company’s customers. Enhanced engagement, commitment, and collaboration in a values-driven culture are crucial objectives.

How did we support and contribute to their goals?

The Telia Company and Self Leaders partnership started by establishing the People’s Recipe, which created a platform for initiatives going forward.

We developed three different self-leadership modules – Values in Action, Purpose in Action, and My Values – to actively drive cultural transformation and enhance motivation, as well as oversee the integration of personal and organizational values for employees and leaders.

Our train-the-trainer delivery model enabled the internal facilitator community to create a modern, scalable way of working to build self-leadership capabilities among Telia Company’s employees. Today, more than 8,000 of Telia Company’s employees have discovered their values and purpose, and they know how to apply this in their roles when working with customers.

What was the outcome?

  • A notably higher level of engagement, commitment, and team engagement amongst employees who have participated in Values in Action and Purpose in Action, with a 10% increase in commitment!
  • Positive growth and progress on all index measurements: engagement, organizational capabilities index, goals & strategy index, strategic areas, and leadership index, compared to the previous year.
  • In 2019, Cecilia Lundin was rewarded “HR-manager of the year” for her work creating a values-driven culture in Telia Company.

Leadership and Strategy Finalization

CASE

Storytel

0 /5

Average of commitment for Shared Leadership principles

Virtual workshops with participants from all markets

Ongoing leadership programs across markets

What were Storytel's needs and goals?

Storytel, with a global presence in more than 20 markets, wanted to clarify and strengthen their culture and leadership in line with a continued growth strategy.

The program was designed to answer these questions: What leadership skills do we need to advance in order to deliver on our strategy and how do we execute them? How can we support employees to perform their best and continue developing over time?

A few of Storytel’s goals:

  • Create leadership programs for global and local leaders with a broad range of seniority and expertise.
  • Clarify, strengthen, and practice the commitment for shared leadership principles in line with the desired direction and culture shift.
  • Articulate and activate a culture move that includes the whole organization.

It is eye-opening and challenging but very very important. Great session and I am looking forward to the upcoming ones.

Manager

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Sweden

How did we support and contribute to their goals?

In close collaboration with Storytel, we designed an experience-based leadership program with actionable modules integrating the latest research with their specific needs. The program was designed to activate its leadership principles and key behaviors in line with its strategy and desired direction. 

We supported the overall culture move with an inspirational talk for 300+ participants. We acted as advisors and sounding boards in articulating the desired culture, one that involved everyone in the organization throughout the process. 

What was the outcome?

The start of the first program coincided with COVID-19, but we were able to quickly move to a 100% digitally facilitated leadership program. Given the strong outcome from the first module, we will continue with virtual sessions for the time being, regardless of when travel restrictions change. The digital program for global leaders began in the spring of 2020, and we have rolled out a second leadership program during the autumn of 2020.

Leadership and Culture Development

CASE

Nordic Entertainment Group

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Trained Internal Facilitators

Creation of the comapnys "BEAT" Values

Leadership programs across 5 countries

What were NENT's needs and goals?

Nordic Entertainment Group (NENT Group) was established as a separate organization from MTG in July 2018. With their newly formed company, they needed to develop new values and purpose as well as levers to consciously drive towards their articulated desired culture.

This was achieved by setting a clear intention to drive a holistic third wave culture strategy approach that combines values, purpose, and an employee value proposition:

  • Build a shared sustainable culture for the newly formed entity with 1900+ employees.
  • Train managers with knowledge and tools to increase employee awareness and engagement.
  • Include everyone in building the desired culture.
  • Keep the teams connected while working remotely across five different countries.

Extremely smooth workshop with all the digital parts working. Very well done! I think we should continue with digital workshops even when we are back in the office, in order to connect with people from other departments and countries.

Coworker

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Sweden

How did we support and contribute to their goals?

We initiated the program with a holistic, crowdsourced approach, using workshops and digital tools to get as much input as possible from all employees, managers, and top management. The creative process for articulating the new purpose and values was transparent and data-driven. The result was high buy-in and alignment when the new values were launched in 2018. 

As a second phase, with an emphasis on integrating the culture in action and everyday work, blended learning team modules were created. To enable managers to be role models, we supported NENT with team tools to connect with coworkers during their everyday work and follow up on principles and behaviors. In addition, colleagues have been matched with “NENT Values Buddies” to connect on a deeper level across teams and different nationalities. 

Due to the COVID-19 pandemic, the rollout shifted quickly during 2020 to a culture and self-leadership program for the whole organization based on large virtual meetings.  Digital facilitation has made it possible for everyone to join the sessions and connect with colleagues from other departments and teams. Within the self-leadership programs, we co-created 4 modules related to their BEAT values (Bravery, Equality, Appreciation, Trust) as well as the theoretical fields in self-leadership: values, strengths, and development areas.

What was the outcome?

  • 20+ trained internal facilitators.
  • 50+ workshops involving 80% of the workforce across 5 different countries.
  • Awareness of the BEAT values scored highly within the overall employee survey.

Leadership and Value creation

CASE

Nordic Morning Group

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Trained Values In Action Internal Facilitators

All employees are introduced to the Values Tree & Guiding Principles

Guiding principles are alive and improving

What were Nordic Morning Groups needs and goals?

Our client’s needs are changing due to the digital transformation that affects all industries, as well as society. In the beginning of 2017, Nordic Morning Group was made up of the parent company, Nordic Morning Group Plc, as well as six Finnish and six Swedish subsidiaries. A new strategy was needed and developed in close collaboration with our clients. We went from 12 companies to a group with three business areas with clear offerings (that is our what), held together by our shared why and how. 

The group has change in its DNA yet we still needed to strengthen the ability/resilience to handle and be successful on the continuous change journey ahead after the new strategic direction and organization was set. Spring 2018  was the starting point together with Self Leaders to define and establish a common shared culture and what behaviors we wanted to see more of in order to empower self-leadership.

How did we support and contribute to their goals?

In the beginning of 2018 NMG and Self Leaders started the collaboration by defining Nordic Morning Group´s common values. This was done through a co-creative/transparent bottom-up process involving all employees. The outcome was 6 different Guiding Principles with high buy-in and recognition factor thanks to the extensive and collaborative process led by Self Leaders.

As part of the process, Self Leaders introduced all employees to the Values Tree concept discovering their personal values and drivers.

During the beginning of 2019 a set of common tools was established with the purpose to strengthen our Self Leadership competence to support the growth of our culture and the behavior we wanted to empower.. To ensure the use of the tools and increase employee’s awareness and engagement all employees participated in several trainings held by Self  Leaders. The tools were integrated into existing NMG processes and the daily operational work. Examples: starting all meetings with a check-in, feedback, and MIT’s became parts of the Development Discussions and AAR a given part of our project evaluation process.

We have continued the cooperation with Self Leaders during 2019 to continuously develop and nurture our culture and our approach has always involved all employees. This being an important part of empowering self-leadership at all levels in the organization.

What was the outcome?

We have reached the goals:

  • There is a common/shared culture in place – our guiding principles are alive.
  • A high level of self-leadership competence among our employees – our data shows a significant improvement. During covid19 the results have increased even more.
  • Defined/Implemented a set of shared tools to support and impact the culture. Today the tools for change are in place and are a part of our daily work and operations.
  • Check-in has become a routine procedure in all our meetings (especially important during remote work)
  • We have closely monitored the impact of our cultural  work through different employee surveys and the data shows: Significant improvement in self-leadership i.e. employees feel they are empowered in own decision-making (on a scale of max 5 – 2019: 3.66 —2020: 3.98)
  • Thank’s to the high level of self-leadership competence in the NM Group we have managed very well during the Covid19 pandemic. Our specific surveys to monitor the Corona situation shows that employees rate (on a scale of max 5) that “it is clear for me which tasks to work on and how to prioritize” 4,51 and “I can carry out my daily work tasks efficiently/successfully” 4,57. An amazing result!

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