In late September, the Nordic Business Forum filled the Helsinki Exhibition Centre with business professionals eager to be inspired by world-class presentations, meet familiar faces, and network with new connections.
The title “Courageous Leadership” immediately sparks curiosity. Why this theme, and why now? What does it mean? What’s being talked about – and what’s not?
We recently published Heltti’s Direction of Thought Work report, focusing on leadership in knowledge work. It’s interesting to see how much of the conversation at the Nordic Business Forum echoes the findings from our own research.
The conversations and keynotes at the Nordic Business Forum align with the results of Heltti’s survey: there is a demand for more traditional, firm leadership where leaders define goals, key focus areas, and metrics – and frontline managers ensure these are followed, all under mutually agreed rules.
The conversations and keynotes at the Nordic Business Forum align with the results of Heltti’s survey:
there is a demand for more traditional, firm leadership where leaders define goals, key focus areas, and metrics – and frontline managers ensure these are followed, all under mutually agreed rules.
Why the Need for Courageous Leadership?
From the first day of the event, it became clear what kind of leadership is currently in focus. I noticed that terms like “self-management” or “community-driven teams” were not mentioned at all. Instead, the emphasis was on how a skilled leader operates and what leadership skills are needed in today’s business environment. The spotlight was clearly on more traditional, top-down leadership.
Are we now at a point where bold, top-down leadership is especially needed?
The world around us is challenging. The pandemic, fluctuating energy prices, environmental concerns, rising interest rates, and the war in Europe have shaken our sense of security. We live in an era of constant uncertainty and unpredictability, perhaps even a fearful one for some.
Workplaces play a crucial role in providing a sense of predictability, continuity, and clarity. In fact, it can be quite reassuring when someone takes charge, sets the direction, defines objectives, and helps achieve them. A clear set of rules and a leader who has the courage to make decisions and take responsibility also contribute to a sense of security.
Decision-Making and Focus
A key aspect of courageous leadership is the ability and willingness to make decisions. The most important task of leaders and management teams is to decide what will be done – and what will not. Even in the face of global uncertainty, a leader must have the courage to make decisions, clarify the focus, and communicate it consistently. Often, what a company decides not to do can define its strategy more than what it chooses to pursue.
Many of us feel overwhelmed by the sheer number of choices, and decision-making is often difficult. It’s hard to say no – to tasks and to people. Saying no always leads to disappointment for someone, and it inevitably makes us question whether we’re missing something important.
Could this be one reason why we crave courageous leadership? Someone else helps us make decisions and say no, allowing us to truly focus on what matters. Isn’t it refreshing not to have to weigh every option and possibility ourselves? Someone else has done that for you.
Continuous Development – The Key to Success
Another major theme at the Nordic Business Forum was how leaders should guide the development of individuals and teams and enhance the customer experience. How do you build a culture where every interaction – whether with a customer, colleague, manager, or subordinate – is an opportunity to learn and create value for both parties?
The only way to stay relevant in the market is to engage the entire organization in continuous development, generating new ideas, adopting new technologies, and recognizing unique opportunities.
A culture of learning requires strong mutual trust, the courage to admit when we’re not perfect, and the ability to laugh at ourselves.
Liz Wiseman illustrated brilliantly how different leadership styles affect employee behavior and productivity. Her question to the audience was: “Are your leaders geniuses or genius makers?” Leaders who enable their subordinates to shine create more value for the organization than those who prefer the spotlight themselves. Leadership, after all, is a team effort – more heads are better than one.
What’s Missing from the Conversation?
Interestingly, self-management and boss-free organizations have received little attention at the Nordic Business Forum. Are these concepts relics of the past? As the world changes, so do leadership needs and trends. Leadership never happens in a vacuum; it’s always tied to the context.
I personally would have liked more discussion about managing work – not just leading people.
- What leadership skills are needed in today’s remote and hybrid work environments? Is Amazon’s decision to limit remote work the right one? Are we returning to the office?
- What should an ideal workday for a leader look like? How do they structure their calendar? How do they prepare for their workdays? What does good leadership look like in practical tasks?
- How should we work to ensure better well-being? How do we guarantee healthy and productive years at work?
- What do our brains need – and what can’t they tolerate?
Was there anything you felt was missing from the NBF discussions?
Meet the Author
Tanja Lappi is a non-fiction writer, experienced occupational health psychologist, business coach, and one of the founders of Heltti.
As an occupational health psychologist and executive coach, she has supported hundreds of individuals dealing with burnout and has coached leaders and managers in various organizations.
Tanja believes that one day we will be able to speak about burnout in the past tense.
