Find the right player for your team

It is expensive to hire a new employee - and even more expensive if you do not hire the right one.

If you do not have an HR function to help you, we offer our assistance in your next recruitment.

By involving us there is a greater likelihood that you make the most of the investment, that your new employee fits into your team and quickly thrives in the job - and less risk that you quickly have to go through the costly process again.

The competent leader

  • can motivate and engage, is empathetic, is genuinely interested in other people, builds confindence, is charismatic and knowledgeable enough to have the respect of employees, have the clout and courage to take responsibility in both good and not so good times.


  • can grasp complex relationships and see the long-term prospects for the company’s operation and what they mean for one's own and the employees' work.
  • can convey this complexity understandably to employees so that they can relate the perspectives to their own situation, and so they accept the premises.


  • have the courage to act convincingly toward own manager, board members, the media, or the many other stakeholders who influence one's freedom of action and framework conditions.

Leadership is also about finding your own personal style, where you bring your forces into play

and try to develop the qualities that are less appropriate

- or cover them with competent employees.


Do you know how to become the best you can be in your leadership job?

Do you make the best of your own

and your employees' efforts?

Take the time to guide, instruct, observe and acknowledge.

Make your employees come good. Give them space to unfold. This increases their motivation. They will work harder and smarter.

And you as a leader will really deliver results - through others.

Take the time to lead

Many leaders have found that they are involved in more and more tasks and projects which do not have much to do with the management role or their management level.


Many have also experienced that they run from one meeting to the other in eternity, so employees have gone home when the leaders come out of the meeting rooms.

So when the day, week, month and year is over, the time for real leadership was scarce - and it comes with a cost: stress, long hours, bottlenecks, demotivated staff etc...


Is that something that you recognise?

Do you want more time to lead?

Three pieces of advice

Weed out your department's tasks

Review the critical tasks and responsibilities within your business area. Which creates value for the company - and which do not?


What belongs naturally in your department - and what does not? Involve your employees and ask them to evaluate their duties by the same method.


What creates value? What can be optimised / merged / made by others / is completely dispensable?


Try to challenge existing practices and procedures. Are they still necessary / contemporary?

Weed out your own tasks

The same procedure as before. Which tasks create value? Eliminate the ones that does not create value. Prioritise the tasks that remain.


Which are imperative that you do yourself? It is probably far fewer than today.


In which meetings it is imperative that you attend? Have you studied how much time you actually spend in meetings compared to the output from them?

Use your employees much more than you do today - and do not use always the same.


This is actually your main task! Your job is primarily to guide, inspire, communicate direction and expectations, observe, acknowledge and in general create the best environment for your employees to develop and use their abilities and skills the best way possible – read more...


The vast majority of your employees - if not all - have potential for more than they show today. Not all seek out new tasks and challenges themselves, but many just needs to be asked...

Involve your employees

- they know best

It pays to involve your employees. They will feel a greater responsibility for processes and routines which they have helped to define themselves.


They are more likely to be motivated, engaged and better ambassadors for the company.


You will get new ideas and new perspective on many of your corporate functions. And in the end you will get a more efficient company - and better results.

There is knowledge and hidden potential in your employees which you have not yet been converted into value for your business.


There may be instances where employees have difficulty seeing alternatives to the way they work today. But there are undoubtedly several instances where employees have long known that their work should be organised in a more efficient manner. It is just that no one has asked their opinion.


So give your employees a platform to share their knowledge and experience. They are the ones who know the details.

Do yourself a favour - delegate

  • Be on the lookout for employees in your organisation who show initiative, the right attitude and competence. Find those who maybe can be a mentor to others.
  • Present for example a specific task at a departmental meeting. Let the employees contribute with ideas and solutions. It may even be that you get a new view of the matter.
  • Be open to feedback and ideas from your employees
  • Appreciate and recognise employees' contributions in words and deeds
  • Ask one or more people directly whether they would like to try new tasks
  • Start with a limited, manageable task
  • Be prepared to communicate your expectations so that both you and the employee have the same understanding of the task
  • Divide the task into stages, so you regularly ensure it is on the right track
  • Follow up and show interest in a non-stressful way, instruct if necessary, but show confidence and give employees room to do the job
  • Remember to praise
  • Remember also to praise first if it is necessary to adjust details or behaviour
  • Build employee confidence, self-esteem, knowledge and skills
  • Accept that the solution may not be exactly as you would have done
  • Let some of your trusted employees delegate some of their tasks. This frees their time to take on larger assignments and/or mentoring others
  • Bring employees to meetings which they can eventually take over. This type of 'monitoring scheme' provides employees with a safe feeling of what is going on before they eventually take over the responsibility. Make the employee responsible for the preparatory material or abstract
  • Give progressively more responsibility to the employees who show that they can handle it
  • Constantly look to strike the right balance between challenges and capabilities, so you do not end up overburdening certain employees
  • Ask for instance employees to give their views on colleagues' strengths. Maybe they see something that you do not
  • Make sure that increased responsibilities are also reflected in the company's target and reward system

GalmstrupHviid Aps

Agerlandsvej 24

DK-2300 København S

tel.: +45 6126 6797 / +45 3027 6797