Findings from Focus Group Discussion

24 February 2004

Distinctively Danish

Low power distance High tolerance for ambiguity High degree of reflection—in advance of

a major crisis High level of commitment to

– Democracy– Decentralization

Job of the executive

Shaping the agenda Putting politics at the centre

– Advice is central task– ”Cannot delegate politics”

Managing relationship with politicians– Sparring partners

Leading by building consensus Reaping rewards

– Serving the public interest– ”Living on the edge”

Effective executives

Are visible to their organizations Provide and build support

– Networking in an setting of trust Discover best practices Obtain a safe place to fall

– Find an environment in which to admit mistakes without embarrassment, consequences

Lead through teamwork– Build concentric circles

New challenges

Relationships with media Organizational change Globalization

– Danes: inward looking– ”Global forces disrupting Danish values—

but many Danes have not quite grasped this”

New opportunities

Low power distance, high tolerance for ambiguity

Creates unusual potential for Danes to adapt, thrive, lead in era of globalization

What can the Forum do?

Provide opportunities for networking Enhance skills for media relations Create new vision of what can be done Strengthen capacity for information

technology Devise new organizational strategies Define how leadership in government is

different than in corporate world

Management

Understand as a function, not a person Steps

– Devise a strategy—code—for effective organizational performance

– Understand that no one person can possibly do everything

– Create self-assessment tool so individual manager can determine own attributes

– Assist manager to identify gaps—and help fill them in to maximize organizational performance