Er det mulig å bygge en prestasjonskultur basert på myke verdier?

 
Når jeg er gammel og ser tilbake på livet mitt, er kanskje opplevelsen i helgen noe som vil glede et gammelt hjerte.
 
Stillheten har senket seg på Viking Stadion. Sesongen er over, og det er på tide å gjøre opp status.
Tabellen viser en 10. plass. Det føles skuffende og sårende. Milevis fra forventningene. Men vi kan bare skylde på oss selv. Skal vi prestere, må alle levere, også 12. mann på laget. Det nytter ikke å mime “samen ska me lyfta fram de mørkeblå”. Det nytter ikke å sitte hjemme og synge heller.
 
Viking Fotballklubb er Stavangers stolthet, og en gang i året, når sesongen er over, inviteres samarbeidspartnerne med på studietur til en storby i Europa. I år gikk turen til verdensmetropolen Berlin, og Cegal var selvfølgelig med. Disse turene bærer alltid preg av å være godt planlagt, og som vanlig fikk vi oppleve en fin blanding av faglig påfyll, relasjonsbygging og latter og glede.
 
For meg var det ekstra hyggelig å få være med i år. I programmet stod det nemlig:
 
 
Er det mulig å bygge en prestasjonskultur på myke verdier?
Cegal har på få år blitt en global aktør innen petrotekniske løsninger. Hva skyldes suksessen? Gründer og toppleder, Frank Garneng, tar oss med bak kulissene og forteller om hverdager styrt av grunnverdier, samt hvordan dette inspirerte til bloggen “Små gode valg i hverdagen”.

 
 
Alle vil prestere, og aller helst vil vi ha kultur for å prestere. Vi vil gjenskape suksess, igjen og igjen. Men hvordan?
Her er et lite utdrag fra fordraget.
 
 

 
 
Jevgenij Trefilov og Marit Breivik er to kjente trenerskikkelser i håndballverdenen. Trefilov var sjef da Russland vant VM-gull i 2001, 2005, 2007 og 2009, og Marit Brevik ledet Norges håndballjenter til VM-gull i 1999. Begge var gode trenere for hver sin prestasjonskultur. Begge satte seg hårete mål og nådde dem.
Begge visste også hva som krevdes for å vinne. Et VM-gull kommer ikke av seg selv. De visste hva som måtte til av riktig trening, rikig mat og riktig hvile. Begge visste også at spillerne måtte komme fokusert og engasjert på trening, at de måtte møte edru, at de måtte ha spist frokost og så videre. I tillegg til konkrete målsetninger og tydelige krav, hadde de på mange måter like forutsetninger. Begge hadde tilgang til riktig utstyr, riktige medisiner og nok penger til treningsleirer og reiser. Den største forskjellen lå kanskje i tilgangen på gode spillere med riktig profil og kompetanse. Russland har tross alt 143,5 millioner innbyggere, mot Norges 5,1 millioner (tall for 2013).
Jevgenij Trefilov og Marit Breivik hadde altså mange fellestrekk da de vant VM-gull, men en ting var veldig forskjellig. Jeg tenker selvfølgelig på adferden.
 
Trefilov er kjent for sin autoritære trenerstil, der fri flyt av sterke følelser preger kommunikasjonen med spillerne han har på laget sitt. Breivik, derimot, er rake motsetningen. Hun er kjent for sin stødige og reflekterte adferd, og kommunikasjonen er preget av lytting og konstruktiv påvirkning.
 
Hva har denne forskjellen i adferd hatt å si for prestasjonskulturen?
 
I Cegal har vi laget en figur som illustrerer sammenhengen mellom resultat, forutsetninger, krav og det vi kaller adferdsrom. Til sammen utgjør disse fire elementene basis for enhver prestasjonskultur.
 
 

Kan benyttes fritt. Hyggelig om du husker å henvise til Cegal.

 
 
Resultat
I Cegal har vi flere resultater å strekke oss etter. På kort sikt drømmer vi om å vinne attraktive kontrakter, og om å oppnå omsetningsmålene, mens vi på lang sikt har noe vi kaller 50-årsperspektivet. Mange tenker at et 50-årsperspektiv er meningsløst. Alt er jo forandret i løpet av så lang tid? De som er ansatt i dag vil ikke jobbe i selskapet om 50 år. Kunder vil forsvinne og nye vil komme. Det samme vil skje med eierne. Og da vi lever av teknologi, kan vi være helt sikre på at dette også vil endre seg i løpet av de neste 50 årene. Hva er da vitsen med å tenke så langt frem? Jo, det er en ting: Omdømmet. I Cegal går vi på jobb om morgenen for å bygge et selskap som vi selv, våre kunder og våre eiere er stolte av. Også om 50 år.
 
Forutsetninger
Målt etter bruttonasjonalprodukt per innbygger, er det kun Luxembourg som er rikere enn Norge av alle land i verden. Når det lille Forus-området mellom Stavanger og Sandnes, hvor Cegal har hovedkontor, alene står for 19% av nasjonal verdiskapning, er det klart at forutsetningene for forretning er optimale. Her har vi kunder som lykkes, og vi følger dem på reisen. At nordmenn generelt er “early adopters” når det gjelder teknologi, legger heller ikke noen demper på omsetningen.
Likevel er det omdømmet som er den viktigste forutsetningen. Omdømme gir lojale kunder og lojale ansatte, som igjen gjør det mulig å tenke langsiktig. Derav 50-årsperspektivet igjen.
Forutsetninger kan ofte ikke påvirkes. De er som de er, og du er nødt til å erkjenne dem. Forutsetninger kan også være uforutsigbare og dermed være med å begrense adferdsrommet.
 
Krav
Alle beslutninger i Cegal må støtte opp rundt 50-årsperspektivet og omdømme-målet. Utover dette er de fleste krav i Cegal styrt av våre grunnverdier. Du kan lese mer om verdiene og hvordan vi kom frem til dem i “Finn din krakk” (se link nederst). I praksis betyr dette at alle ansatte skal føle seg sett, hørt og verdsatt. For å sikre oss dette, har vi organisert oss etter X-modellen. Slik tar vi høyde for å lykkes med både personforutsetninger og saksforutsetninger. Det er dessuten likeverd mellom en teknisk karriere og en lederkarriere. Vi har flere eksempler på dyktige fagpersoner som har ønsket å bli ledere, men som har gått tilbake til sitt fag fordi dette opplevdes mer riktig.
 
Alle skal også forstå viktigheten av sin egen rolle, og med dette menes at de ansatte kan sammenlignes med bitene i et puslespill. Tar du ut en bit fra puslespillet, ser ikke bildet helt ut, uavhengig av hvilken bit du tok ut. Våre ansatte er hele mennesker, og Cegal skal være der også når det butter i mot. Noen ganger føler vi oss sterke, og da forventes det at vi gir av vår energi. Mens andre ganger føler vi oss svake fordi noe vanskelig skjer i livet. Da er det lov å være en som mottar energi.
 
I Cegal er ansatte Cegalere hele døgnet. Det dreier seg om “living the brand”. Det betyr at vi har forventninger til våre ansatte utover den tiden de oppholder seg på jobben. Et eksempel kan være at en ansatt dummer seg ut etter en fuktig kveld på byen. Det er sånt som kan skje, selv for de beste. Da forventes det at Cegalere som ser dette ikke overværer underholdningen, men i stedet redder kollegaen ut av situasjonen. Vi skal ha en kultur for å hjelpe hverandre. For å gjøre hverandre gode, og skape tillit.
 
Foruten de etiske retningslinjene, er det nødvendig å ha styring på lønnsomheten. Vi bruker historien om “Byens beste boller” for å symbolisere vår tankegang rundt ledelse (se link nederst).
 
Adferdsrommet
Mellom forutsetningene og tydelige krav ligger det vi kaller adferdsrommet. I Cegal er adferdsrommet preget av pågangsmot, frihet og balanse. Pågangsmot, fordi vi må tørre å tro at det er mulig, selv når vi ser at andre har bedre fortutsetninger enn oss. Frihet, til å være oss selv, og ikke minst at alle andre kan være seg selv. Det siste er mye vanskeligere. “Hadde alle bare vært som meg…”. Balanse, fordi jobben er ikke alt er i livet. Vi er hele mennesker, og vi må balanse vår tid og energi. Har du det godt på fritiden, lykkes du antakelig på jobben også.
Når noen nærmer seg gråsonen, enten det er mot forutsetningene eller kravene, er det samvittigheten, og ikke frykten, som trekker dem tilbake inn i adferdsrommet igjen.
I adferdsrommet er vi ute etter skaperglede, serviceglede og ikke minst endringsglede. Vi løfter frem oppgaver, og lar ansatte ta ansvar. Slik utnytter vi styrker, i stedet for å fokusere på svakheter. “Telthistorien” illustrerer hva vi mener (se link nederst).
 
Konklusjon
Selv om vi i Cegal har en kultur som har lykkes godt med å nå sine mål, er det ingen garantier for at oppskriften fungerer for andre. Alle som drømmer om å prestere og oppnå sine mål, må finne sine naturlige måter å gjøre dette på. Det er mange veier til suksess. Ikke glem hvor forskjellige håndballkulturer Trefilov og Breivik representerte.
 
Det er likevel noen fellestrekk som gjenspeiler enhver prestasjonskultur. I Cegal har vi summert disse fellestrekkene i en huskeliste som vist på bildet.
 
 

Kan benyttes fritt. Hyggelig om du husker å henvise til Cegal.

 
 
Prestasjonskultur handler om å oppnå drømmer, og neste år er det kanskje Vikings tur til å lykkes? Spillere og trener vet hva som må til, og vi på tribunen vet også hva vi må gjøre. Vi er sammen om dette. Forutsetningene er som de er. Brann startet sesongen med det nest høyeste budsjettet, men rykket likevel ned. Odd var blant de fem lagene med lavest budsjett, men sikret seg en bronse. Prestasjonskultur handler om å gjøre det beste ut av de forutsetningene vi har. De spillerne vi trodde sterkt på da de ble signert, er stort sett de samme som løper ut på matten neste sesong. Tro på dem fortsatt, enten du er trener eller tilskuer. Prestasjonskultur handler om å skape gode følelser. Vi må tro det er mulig. Følelser avgjør adferd, og adferd skaper resultater.
 
Da jeg takket ja til å holde fordraget på studieturen, var det særlig et spørsmål jeg heftet meg ved.
Er det et paradoks at en toppleder blogger om myke verdier?
 
Jeg forstår spørsmålet. Det er langt fra rosabloggere og “dagens outfit”, til “Små gode valg i hverdagen av Frank Garneng”. Jeg tror at alle mennesker egentlig har en personlig prestasjonskultur. Vi drømmer om et godt liv. Når vi blir gamle, håper vi å kunne se tilbake på livet med glede. Samtidig som vi har drømmer, har vi også fortutsetninger og krav å forholde oss til.
Til slutt dreier livet seg om hvilket adferdsrom vi gir oss selv.
Hvem vil vi være? Hvilke følelser foretrekker vi? Hvordan vil vi oppfattes? Hvordan oppfører jeg meg når jeg er i gråsonen av adferdsrommet? Er jeg styrt av min egen samvittighet? Finn dine egne svar.
 
For meg er det ikke et paradoks å være blogger. Jeg ønsker å bidra til å gjøre en positiv forskjell, og gjennom gode valg gjøre verden til et litt bedre sted.
 
Et godt valg i hverdagen er definere sitt eget adferdsrom, avgrenset av krav og forutsetninger, men med et mål for øyet.
 
Lykke til.
 
 
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