BRM professional in sweden

Five participants, all with different roles but working with business relations in some way, entered the room for the first scheduled, open BRMP training in Sweden – anticipation high…no pressure on the trainer…breathe…breathe…

We started with playing around a little with worst practice, the ABC of ICT deck was on the table and a question asked:

Which three cards do you think have the biggest negative impact on the relationship between business and IT?

Cards chosen:

The four of Clover
IT is not considered a business partner. IT sits in the basement and is considered an Ad-hoc provider.



The eight of Clover
IT delivers solution with no or unclear value for our Business partner



The two of Diamonds
Metrics and KPI’s doesn’t measure value and may drive undesired behavior. (Chosen two times)



The five of Diamonds
No management commitment for BRM – on either side! (chosen two times)



The King of Diamonds
Our it strategy lives its own life and doesn’t support the Business strategy



The two of Clover
Language – IT is using IT centric language and we don’t understand each other. (chosen two times)



The eight of Spades
No improvement is shown from IT



The Ass of Spades
Blame! It’s ITs fault…no it’s the business fault…always someone else to blame. Ownership?



The two of Spades
Them and Us, no cooperation, no respect. Danger of BRM turning with the wind.



The four of Spades
IT to internally focused (chosen two times)




– So this is non-acceptable worst practices you might have in your organization? Let’s see if our upcoming three days can give you some tools and technics to address some of these worst practices!

After three great days of discussions, exercises and theory we closed the training with some homework on the worst practices;

“– After this course I will send you the worst practices you selected the first day and your task is to walk through them and consider what tools, knowledge or technics you now have to address some (or all?) of the worst practices you selected.”

Before we sat down for the examination procedure (the exam) some key learning points was captured:

  • The importance of relationship to be able to create a Strategic partnership
  • Value management – working with value in focus, instead of ‘failure’ (talk about incidents as Value leakage instead of just downtime…
  • The importance of communication
  • Not turning with the wind depending on what ‘side’ I’m talking to
  • The difference between tactical and strategic BRM and the challenge as BRM to sometimes work with both levels
  • All of it, the whole!
  • Importance of visualizing customer value
  • The whole – the complexity of the BRM role (navigator, connector and orchestrator)

Quotes from participants:

“BRM puts the finger on the soft values we in IT so long have ignored!”

“The training puts the BRM role in a context and highlights the complexity and many sides of BRM. The course gave a lot of great examples of concrete and usable technics and structures for the BRM discipline”

“Solid delivery by Leif! You know he’s an experienced teacher and knows the subject. He maintains an open and non-prestige discussions.”

Keep your eyes open for the next BRMP training! Schedule will come up on soon!


The ABC of ICT deck of cards is a tool from Gamingworks BV, BRMP is a trademark for BRM institute. APMG is our accrediting organization for BRMP training and examination, illumineight is an accredited organization for BRMP.




There is hope for IT!

11 university students, most of them without work experience was thrown in to Grab@pizza and tormented by the CEO – and they did a great job!

There was an almost immediate business focus and they were really competitive in making the new business projects work – so much that the legacy and infrastructure changes got postponed and caused problems later in the simulation!

Month 7 was chaos – as usual when everybody is learning their new roles and the game:

  • Everybody is just running around talking to everybody
  • No clear paths of communication
  • Business focus great, but unorganized
  • We had no idea what to do first

The team went on and made improvements, IT stopped running around the business, Service manager started to understand ITSM, BRM took the dialog with the business. The team improved but the business focus was unfortunately a little too high, some capacity RFC’s was not prioritized and we will suffer a lot of issues in month 9. Super bowl is now on the table and focus is on enabling this – long term strategy has started to evolve

After month 8 the team decided to really help Change with priorities to make all RFC correct prioritized. The team fires up a meeting strategy and starts to have regular meetings every mont. BRM meets with the business, BRM meets with IT. BRM is connecting IT and business units and they are all aware of bottlenecks and constraints that prevents our long term goals

In month 9 and 10 the team improves a lot of small things, the reporting works, Strategy is long term and all activities are planned and discussed, Super Bowl is focus. Grab@pizza CEO is very pleased with effort, energy and imrpovements – even if profit is not really at the point it should be the CEO is pleased with the team! Great job.

Time prevents us from going all the way to month 12 but the CEO is convinced we would have reached all our goals, even if we had to live with some capacity issues due to some missed upgrades in the mid-year months.

The teams key learning points:

  • Communicating through the right channels/roles are important
  • Plan for the unplanned
  • Work together as a team
  • Understand priorities (business value)
  • Knowing who does what is key
  • Understanding organisation and roles important
  • A common goal is important
  • Anything can happen
  • Be open to re-prioritize when new things enter the chain
  • Documentation important so we don’t miss things (changes…)
  • Structure and order is important to get a grip of the budget and get it right (predictable)
  • Clear paths for decisions and governance

These where the key learning points for the students, they are soon entering the market to find jobs and the Grab@pizza session has made them aware of the reality that awaits them out there. They are also aware of what is important – business value  – and they know they need to contribute to and enable that value. Old school techies will have old school jobs, New world techies will have new world jobs! New competencies and capabilities are needed in the future (…now!!)

So there is hope for the future, IT techies with business focus are entering the scene!

I wish them all good luck at their coming jobs and I know they will have a business and value focus, they will be a great contribution to their former employer.

BRM Connect 2017 #5

  1. Final day of BRM connect 2017, it’s been three intense, but fantastic days. Again, opening by Stuart Knight and followed by a keynote by Darrel Popopwich. Darrel gave us a great story about his road to finding his purpose through BRM. Darrel shared the story and packed it with great learnings:
  • Don’t treat others like you want to be treated – treat them as THEY want to treated
  • Have patience
  • Listen a lot
  • Servant leadership
  • Meet people where they are, don’t talk “strategic partner” language with an “order taker”
  • Humility

Next up is a breakout session with Stephanie Walsh and Chris Lucas. The importance of Change Management for BRM! They give as a brief intro to ADKAR (prosci) and the importance of managing the Change in structured way.  We get to discuss behaviour a little around a template and the importance of defining desired, new behaviour and “whats in it for me”:


  • Change happens when people change behaviour
  • What’s in it for me is a good way of changing attitude with people
  • Assign a Change manager to your projects (at least larger once)
  • Transparency is important
    • Everybody must know why we change
    • Definition of new behaviour must come from my nearest manager
  • Pain drives change and sense of urgency but we need something to aim for to! (desire)

Before Stuart Knights closing keynote a listen to Aaron Barnes on Branding yourself. Branding is so important on so many levels. Aaron starts by splitting us up in Service Providers and ”the rest”….us and them…

A company needs branding and you, as an employee need to think about your own branding to. For a BRM it is extremely important to consider how we brand us so we don’t get stuck as tactical BRM’s. Aaron points out some key parts we need to rebrand and wash away (the ITSM legacy….)

  • Language – we need to change language. We need to stop using words that limit us and change to words that stimulates the relationship and collaboration
    • Align => Converge
    • Customer => Business
  • How would people at a meeting describe you? How would you describe yourself? Be aware of how you are perceived!
  • There can be two “A” in a RACI matrix.! We broke that… didn’t we – in a relationship there must be a shared ownership , aka it must have accountability at both parties.
  • “IT, get out of the basement and LEAD the company”

There is a lot of new things about this in the Playbook and it has been partly presented on the BRM forums all over the world. Feedback has been great!

“BRM capabilities move ALL of IT to a converged strategic partnerhship – with shared risk and ownership.

Stuart knight does a fascinating closing keynote ad gives the audience his recipe for powerful conversations

  • The onion! Make sure you peel the onion on the depth and not just all around
    • Ask new questions on the answers you get
    • Be curious
    • Get people to tell you stories through the powerful “why” (pace first)
    • You are investing in the conversation and also in your relationship
    • Create rapport

Stuart finishes his keynote in a sort of “Rhythm A Poetry” way. He gives us a poem he wrote for his first speech and it was great! Thanks Stuart for the inspiration! Check him out on Youtube!

Finally my day was finished with Grab@pizza simulation. There will be a separate blog about this by Suresh GP, Paul Wilkinson and Peter Lijnse, with some observations from me also. I was going to support and coach all observers of the simulation but instead  had to step in as “coaching” change manager to Melissa Bondtreger. There was a huge shortfall of people, 80 had signed up and anly 15 showed up!! As I’m a trained game leader for several of these simulations I can’t participate but due to a shortfall of “staff” to this session I stepped in as “coach” to Melissa that acted as grab@pizzas change manager and supported her with the cards. I made my observations from there and they will be added to Suresh blog about the session.  A little disappointing that so many failed to show up but it was a great session with many “aha’s”, there will soon be a blog about it from Suresh on the BRM institute forum.

The once that were still here on the evening met up for a buffet and some drinks at the Public House.

Thanks for a great conference to BRM institute and all great speakers, volunteers, staff and participants. Looking forward to next year in San Diego!


BRM Connect 2017 #4

I force the old body up for breakfast at 7:30 at the venue and after a dynamic opening from Stuart Knight, LaVerne Council enters the stage. And LaVerne delivers! With ease, confidence and humour she puts the audience in a trance. So many learning points and wise one-liners that I hardly have the time to jot them down.

  • To talk without a Powerpoint means you know what you are talking about! Love that!
  • Tell the executive assistant how important they are, and they will help you book your meeting with the executive – respect!
  • As BRM, you are working with people!
  • In chess, the Queen goes anywhere!
  • An effective team starts with YOU
  • Be your self
  • Don’t do the blame game – certainly not with your own team. If you participates in the blame game you will become a part of the problem, not the solution and you don’t want that.

LaVerne gets standing ovations after her presentation and she is so worth it. Thanks for the inspiration LaVerne!

Frank Wander from People Productive leads us through the past, present and future of people and machines. Frank points out some key milestones in history to learn from and the essence of it is that we need to work more on our people skills in the future. Relationships will be an essential part of the future!

There is an enormous amount of research done in the people perspective and there are so many learnings for a BRM in this, shame that IT have missed to utilize all this knowledge before.  We have gone from People => machines => People and now we need to step up. Some good learning points are:

  • Asses your culture and start to build the culture you need
  • Who owns the challenge of eliminating meeting waste in your organisation?
  • All skills needed by 2020 are built on relationship
  • To innovate and be disruptive we need good relationships. Innovations happens when different competencies and perspectives work together.
  • Technical companies are driving innovation today. IT needs to be part of the business
  • We are wired to like good behaviour – behave good and people (most) will like you and want to work with you

Next I chose to listen to Steve Plante and the importance of understanding the human experience in the digital era. Steve points out some good stuff:

  • Most companies still struggle to move from “order taker” to
    “service provider” – Why? Culture and a lack of skills to manage value! Audience agree!
  • We need to create a flourishing culture through a constant cycle of Insight, cultivation and Pulse, through five key areas that build culture:
    • Passion
    • Mood
    • Relationship
    • Enablement
    • Leadership (key)
  • Have to google why so many models have five levels. Steve points this out as a comment but it sticks with me – need to find out why we are so fond of five levels…
  • Drive Programs correct. Changing culture, introducing new behaviour involves people, organisation, processes etc and needs to be managed as programs to realize the final benefits of all the parts.
  • Lead up the chain! This one immediately makes me think of “Extreme Ownership” where principle no:9 is “Manage up and down”. I recommend that you read the book “extreme Ownership” from Jocko Willink and Leif Babin. 12 great principles for being a great leader and create high performing teams. Read it. Now.

Before lunch we get a briefing from Vaughan Merlyn on the upcoming BRM Playbook. Some great stuff in there and it will be a great support for BRM’s to take the leap from tactical BRM to Strategic BRM. It will demand some rewriting of the BRMBoK. A bunch of tools and new guidance are added and looking forward to more details around them.  When Vaughan says that there will not be any exam he gets some spontaneous cheering! Great decision – training on this level cannot be assessed thorough a simple checkbox exam. The Playbook will be available Q1 in 2018 and more information will show up on the forum soon. Aaron, who also has entered the scene now for some Q&A, promisers that ATO’s will get information, requirements and support on how to enable their organisations to work with the playbook in good time. Great!

Lunch is great. Tortillas, fresh salad, vegetables, fruit, beef and chicken and a great guacamole!

After lunch BRM awards starts. Awards for outstanding performances will be handed out. To my surprice my name turns up and I am invited to the stage to collect my “Arnie”. I’m not alone up there, we have a lot of great people in my category and I’m really grateful and surprised. My award is for involvement and impact on the global BRM community as a Regional Ambassador in Sweden. Several awards are handed out and the big one, #BRMlegend goes to Steven Plante! Well deserved, Gratulations Steve!

Stephanie Walsh facilitates a panel discussion with four leading BRM/CIO – all women. We hear some great stories from LaVerne Council, Stephan Walsh, Pernilla Webber, Jeannine McConnel and LeighAnn Thomas.


  • Be the best you, you can be
  • Stop treating women different – whoever holds a position has that position because they are competent for it – no matter gender or colour!
  • Believe in your self – others often believe in you more than you believe in your self
  • Mentorship is a really good concept – regardless of gender!
  • Stop “mansplaining”! And I don’t think that this relates to men=> women only! I often experience that we talk more than we listen, and we only listen with our ears. We master each other with knowledge!! If we listen more with all senses, and listen more then we talk ,we create better relationships. Respect!

When looking at the audience I realize there are a lot more women at this conference that I normally see at for example an itSMF conference. Are we near 50/50 maybe? BRM institute – any figures on that?

Again – Vaughn Merlyn enters the stage, this time in a breakout session about Roadmap Capability. Vaughan walks us through the capability roadmap and gives us good examples on the steps in the Roadmap. Some learnings:


  • The capability of asking the right questions is key to understand the business. Practice on questions!
  • Look out for “arm waiving” when asking questions about strategy. Sometimes the business can’t answer your questions and when arms are starting to wave around you might have pushed the to far. Regroup and consider how you can help!
  • When in trouble – ask questions 😉
  • Make sure your EA really is EA. It might be “database architecture” or “server architecture” masked as EA. Vaughan recommends the book “EA as strategy”. Google it!

Back in the same room again, now to listen to and what to consider when moving from Tactical BRM to strategic BRM. Again a lot of good points and the pattern of business understanding, language, change of behaviour, defining the role comes up here to. It’s again clear that we have some key capabilities that we need to focus on to move up the maturity ladder.

  • Business language
  • Define the role correct
  • Make sure BRM is at the appropriate level in the organisation
  • Take care of the 5 minutes you get with the executive – you need to pitch, sell and anchor BRM on those 5 minutes. Always be prepared for those 5 minutes.
  • Value proposition for BRM is essential. Both when working with the provider and the business. Do your homework!
  • Understand the new behaviour you need to adopt to become strategic. It’s in the behaviour the change lies.
  • Don’t end up as a PM. Help in prioritizing in the portfolio but don’t act as a project manager.

The day is wrapped up with a C-suite panel. Joe Topinka, Joe Hayes, Darrel Popowich, LaVerne Council and Gerry Robinson enters the chairs with Gerry facilitating some questioning. My phone battery dies and my brain hurt so I get recite very much from this event – more than that there was some good questions and qood answers. After some questions from the audience the panel leaves the stage.

As a surprise we get two great short stories from two BRM’s. Sorry for not naming them but as I said above – my brain hurts from all great speeches and networking.

Generic reflections

When talking to people at the conference I notice that there are a lot of old “ITSM:ers” that have converted to BRM! (including me) That is probably generally a good thing as we then have a genuine knowledge about the Provider Domain, but it can also pose a challenge! If the BRM role isn’t properly introduced, we can still be trapped at the tactical BRM level. Be aware and learn your business!

Another thing I notice is the unity about language and terminology. Everybody emphasise the importance of talking in business terms, outcomes and value. Love it!

I don’t think I have attended a conference with this kind of energy. Everybody is eager to network, share and exchange experiences. Even between consultants and ATO’s there is an attitude of sharing and caring around BRM. We must work on keeping this energy and attitude – in a true BRM manner! Maintain and nourish the good culture!

With a mild headache I walk to my room and meets Paul Wilkinson outside the Atrium, he had just arrived from Amsterdam and we grabbed a pint in the hotel sportsbar before calling a night. Looking forward to the Grab@pizza sessions tomorrow. I think there will be three dynamic CEO’s challenging the BRM’s…









BRM Connect 2017 #3

The day started with registration and a BRM community gathering. As we in Sweden don’t have our own community to work with (yet!) I skipped that part and did some work on my hotel room instead.


My day started with Lunch that in my case was salad, hot veggies, assorted potatoes and herb spiced chicken breast. Really good food and some great conversation with Kip Fanta, Suresh GP, Stephen Plante, Malini Jayaganesh and Frank Wander.


Stuart Knight fired of a great intro after Marleen Lundy has welcomed us and walked through some housekeeping. Stuart is to my knowledge not an IT guy and has not worked with BRM earlier but he makes BRM a part of his Keynote I a really great way. The word awesome ca

me up when Marleen welcomed us, and Stuart lets us all know that we are awesome several times. He splits us in the middle and half of us are giving the other half a standing ovation because they are so awesome. The other half just needed to sit down with a smug face, nod and say – ‘Yeah, I know, tell me something new!’. After the other side had enjoyed it for a while and we switched…

My half won…we are awesome…

After Stuart, Joe Topinka from CIO Mentors entered as keynote and Joe delivered a whole bunch of wise words and shared his 35 years of experience in a great way. He shared a lot of useful and operational tools for a BRM’s to use and work with.

One very accurate thing I liked was the milk carton with “CEO missing” ad on it. If C-levels always are offsite, in meetings or travelling – who are leading the company and managing “the change”?  Joe also gave us some great insights in leadership rules where my favourite was “Get out of your BMW” (stop Bitching, Moaning and Whining)  You can download them all from Joes website,

Joe also talks about the importance of the “R” in BRM and almost all other speakers also point out the importance of the “R”. Agree – if it wasn’t for the “R” it would be just another role and just another framework. The “R” is what makes the difference! Finally we are getting somewhere with capabilities to work with people!

Kimball Lovin & Daniel Poole shares their dos and dont’s when introducing a BRM to the business, failing to “sell” BRM and introducing it to the business partner is key for success. The session ends with a small workshop where a number of scenarios are hand out and each table should discuss the scenario and come up with some insights or a role play for the scenario. Good points came up and a takeaway for me was the apparently common mixup in USA that BRM is just another PM. I haven’t experienced that in Sweden, instead we tend to mix other more operational roles with the strategic perspective.

In Sweden we also have other roles that might be challenges by a BRM role if introduced in a wrong way.

Good learning points about the introduction of the role and discipline:

  • Make sure you’re not considered as an extra PM or Service manager with a new title. Emphasise the difference!
  • Do your homework. Coming to a meeting cold doesn’t work for selling anything!
  • Create a “runbook”. I really like that concept, we need to work more with Runbooks or Playbooks! I’ll take that with me right away.

I Choose Aaron Monroes breakout session about BRM, and Agile and Aaron surprised us with a Lego exercise. Have done some Lego exercises before and they are great, you learn something new every time you do them. All gaming gives great opportunities to reflect on behaviours and identify learnings – with gaming or simulations you actually experience something, hence it’s possible to reflect on behaviour and create immediate learning and improvement. Aaron facilitated the exercise really well and moderated a ‘retrospective’ where some great learning points came up:

  • Talk to each other
  • Think
  • Make decisions
  • Check accomplishment with customer
  • Clarify if unclear
  • Help each other


This helps a team be more agile and self directing and it applies to BRM teams as well.

Peter Ljinse finishes of the first day of BRM connect with an introduction to Value management a new guiding value framework that Peter Lijnse, Aaron Barnes and Elka Schrijver are working on. Some great tools! Peter also makes us a little uncomfortable by asking how many that have a Value plan they are working with! 4 persons of almost 200 stands up…in a room of 200 people and half of us are BRM certified as BRMP or CBRM….shame on us.

Peter also emphasizes the importance of defining value and value streams and to make IT stop talking about how great they are at solving incidents. – well lets se here now… it’s IT that has created most of the incidents through bad changes and lack of testing and now you want cred for fixing your mistakes! Are you serious? The business needs value managment and Peter makes us discuss how we can measure value of the BRM role. Very few hands come up to when we are asked to feedback our findings, even though there must be a couple of thousand years of experience in the room…shame on us again….

Good points from this session:

  • Observe the business, look what they are doing and understand it. Walk in someone else’s shoes…
  • Show success, not failure
  • Create a value plan and work with it continually
  • Focus on short term value realization to justify investment in BRM
  • Make sure you know how to measure value

All in all a great first day with new friends and new insights. It’s really great to se so much energy and “hope” with everybody. At the same time it’s a little sad – we have talked about Business and IT alignment since early 90’s and we are still struggling with defining value, we still lack management commitment. Convergence is definitely the final goal but I think alignment is a good milestone on the roadmap. The bright side is that BRM addresses most of these challenges, so there is hope for us 😊 I’m more motivated to introduce BRM to the Swedish market than ever and have got some good tools from today, looking forward to two more days with “awesome” learnings.

The day ends with networking outside the Riverview ballroom, I take an early evening and sneak up to my hotel room with a glass of wine and an intention to watch some TV and process the day.

BRM Connect 2017 #2

Just got back to my hotel room from the Meet-N-greet at BRM connect 2017 at Gaylord National Resort, Washington DC. Met some awesome people and had some really nice conversation. We all agree that BRM capabilities are the solution to all existing problems of any kind, and a few that we don’t really know exist yet…

Have met with USA, Canada, Spain and the Netherlands so far – a truly international event!











This will be three great days!



BRM Connect 2017 #1

Woke up at 3:30am today and didn’t really know where I was. After a few seconds I realized I was not in my bed at home in Sweden but on the other side of the world.

– ‘Why am I putting myself through this?’, I said to myself. Why can’t I just stay at home, go to work and get a gold watch for long services somewhere? At the same moment I say that, a little character pops up on my shoulder and tells me what I already know – that’s not Leif, you get bored and need to learn new stuff, meet new people and try to change the world…or something…


Well, according to my built-in body clock its 9:30am and I should be up eating breakfast a long time ago. After a while I managed to get another 2.5 hours of sleep. Should be enough! Hunted up a simple breakfast and brought it up to the room. I’ll probably reserve a table for a more luxurious breakfast tomorrow…

Hurricane Nate, or rather what’s left of it, passes over DC right now but it’s just heavy rain and a little windy here, but It’s probably not a good idea to explore the neighbourhood or take a trip somewhere, so I’ll be working all day from my hotel room. Later tonight there will be a meet-N-greet with those arriving early for the conference. 

BRM’s from all over the  world are meeting up to network, exchange knowledge, aquire new capabilities and listen to names like Joe Topinka, Kip Fanta, Frank Wander, Vaughan Merlyn, Peter Lijnse, Aaron Monroe, Aaron Barnes, Paul Wilkinson and many, many more.

You can look forward to a ‘Post Operational Debrief’ from me each evening during this week and also some tweets during the conference. Monitor @leffa, @brminstitue and #brm, #brminstitute and #brmconnect

Tveka inte inte att kontakta mig frågor om BRM, BRM institute eller om ni vill höra något specifikt från konferensen!


På temat ”installera” förändring eller ett nytt arbetssätt…

Du som läser denna artikel har högst troligen varit med om en eller kanske flera organisationsförändringar – du kanske till och med drivit en organisatorisk förändring själv! Roligt, pest, tufft, enkelt, utmanande – vill du göra om det? Varför/varför inte?

Dra dig till minnes en förändring du varit med om, var förändringen du var med om framgångsrik? Hur vet du det? Hur mätte ni att förändringen gav VÄRDE för organisationen och dess kunder? Hade ni överhuvudtaget diskuterat VÄRDE innan ni startade.

Det som jag lärt mig under min karriär som ledare och konsult är att det inte spelar någon som helst roll hur många mål vi sätter upp, hur strukturerade projekt vi bedriver, hur fina organisations- och processkartor vi gör eller hur väl vi talar om förändringen – adresserar vi inte några ytterligare grundläggande saker så kommer vi att misslyckas.

Bra relationer är en av de viktigaste delarna som behöver på plats innan vi kan börja skruva på saker och ting! Saknas det en väl fungerande relation mellan de parter som skall samverka och eventuellt förändras så kommer vi att stöta på motstånd, konflikter och värdet av det vi vill göra uteblir eller blir begränsat.

Vad skapar en bra relation då? Förtroende, respekt, öppna agendor, tydliga spelregler är några byggstenar som behöver finnas i en bra relation. Säkra en bra relation mellan parterna innan du försöker förändra något!
The Anatomy of trust

Vad är kommunikation? Fundera på den ett ögonblick innan du läser vidare!

Kommunikation är mycket och det finns lika många svar som det finns forskare inom det området. En rolig definition är: ”Kommunikation är när två personer försöker komma överens om vad den ena inte vet!”

Kommunikation är ju en ström av lyssnande och frågande så att vi säkerställer att vi för det första pratar om samma sak, har samma förståelse och är överens om att vi är överens eller överens om att vi inte är överens. Kommunikation kräver träning, det är inte upp till mottagaren att ta emot informationen, det är upp till mig som sändare att verkligen säkerställa, läsa av och verifiera att det jag sänder också uppfattas som det var tänkt. Allt som jag ”sänder” filtreras ju i mottagarens filter och det kan få en annan betydelse än vad jag tänkt om jag inte verifierar. Byggstenar för kommunikation är t ex rapport, lyssnande, respekt, lingvistik och förtroende.
Anthony Robbins about rapport

Helhet och systemförståelse
Om jag begränsar min världsbild och området jag rör mig i så kan saker och ting kanske till en början att kännas enklare och mer hanterbara, jag har enkla och välbekant saker runt omkring mig och jag bygger vanor och rutiner som passar in i min omgivning. Jag känner trygghet!

Vi behöver vanor och rutiner, det gör oss trygga och till en viss nivå effektivare men vi blir också begränsade i vår utveckling och minsta lilla förändring kan skapa stor oro.

”- Förstår du, Kalle som är alldeles nyanställd satte sig på min plats på fikat, så oerhört ohyfsat att bara tränga sig på!”

”- Skall vi få en ny kaffemaskin – vi bytte ju den för tre år sedan, skall vi byta hela tiden!”

När dessa frågor upptar en stor del av vår tillvaro på arbetsplatsen kan en organisationsförändring få medarbetarna att må riktigt dåligt och vi får ett massivt motstånd mot att ens flytta ett bord…Värde av att driva förändring eller utveckling med det nuläget…

Det är viktigt för i princip alla människor att veta orsaken till att något behöver göras och vi vill också känna oss delaktiga i det som sker. Att säkerställa att alla vet varför de gör det de gör och att de är en del av kedjan till att skapa värde hjälper till att lyfta blicken.
It starts with why – Simon Sinek

Drive – Dan Pink

Vet vi ens vad vi menar med värde? Är vi överens om vems värde vi pratar om? Är värdet vi skall skapa möjligt att bryta ner till målsättningar och SMART:a mål? Finns det en koppling mellan mina dagliga aktiviteter och värdet som skapas – hur vet jag det? Vem definierar värdet?

Det är oerhört viktigt att vi arbetar mer med värdefrågan och verkligen bryter ner den till mätbara aktiviteter i vardagen. Då säkerställer vi att värdet skapas och att vi har motiverade medarbetare som känner sig delaktiga, mår bra och är motiverade att göra ett fantastiskt jobb. SMART:a mål, COBIT, BRM är verktygslådor för att jobba med värde.
The Paradox of value

Jag vet att du har massor med synpunkter och tankar runt detta. Dela gärna med dig med en kommentar i något socialt media där du kanske läst detta brev 😊

Ha det gôtt!

Leif Andersson
Förändringsledare, BRM coach


(denna artikel är en del av illumineight nyhetsbrev #3 2017)