CEO Hans Stråberg explains his journey to becoming a leader

CEO Hans Stråberg explains his journey to becoming a leader and shares his personal views on leadership in this one-on-one interview.

What do you look for in a leader?

I look for people who understand the vision of the company, share the same values, add to the culture, and help the company reach our goals. We are on a journey and I encourage our people to help create the path. Our people are the makers of success.

I don’t believe that leaders are born; they are made through discipline and self motivation.

I value risk takers, but risk taking with a plan. I want people to act with courage and initiative, realizing that anything is possible. The fear of making a mistake should not hold you back. All leaders make mistakes, but the exceptional ones stand by their mistakes and take the responsibility for their decisions. I expect this from Electrolux leaders.

Some people expect the world to serve them. I don’t believe that is how the world works. Success is not served on a silver plate; success comes from being passionate and hungry. Success is when talent meets opportunity.

How did your upbringing influence your business approach?

I had my first lessons in business on the farm where I grew up. Things were not easily accessible. If I needed to buy something, I rode my bicycle for miles to get it. I learned to manage with what was available and to create my own opportunities. I was given freedom and came to understand that I was responsible for my own success. The strong values of the close knit community in which I was raised also taught me to trust people until they prove me wrong.

Why did you join Electrolux?

Electrolux was a company that was very international, and Electrolux gave me the opportunity to be close to the business. There were a lot of people from different cultures interacting, and I was attracted by this environment.

I was also inspired by one of the great leaders in Electrolux, Hans Werthén. He was a strong visionary but with the feet to the ground at the same time. What he did for Electrolux – making a Nordic company become a truly global player – was a huge achievement.

What are the prerequisites for being a good leader?

Hard work is very important. I myself have gained self confidence through working and trying until I have been able to succeed. Everyday I work at being the person that I want to be. I have grown through life experiences and from learning from others. Each person has something to teach.

As a leader, is it difficult to evaluate employees?

Well, it is part of the job. I think it is very important to stay aware of the performance of our team members so that we can give them the proper recognition. This can be done through positive recognition, promotion and remuneration.

You also have to be honest with people about when they are not living up to expectations, and try to give them the coaching and help they need to do their jobs well.

What about being evaluated yourself?

One of the keys to my development has come through leadership development, management programs, appraisal talks, etc. They have taught me my strengths and weaknesses without being judgemental or prescriptive.

How would you define your own leadership style?

First, I guess I am demanding. I set high standards for myself and set the same high standards for the people around me.

Also, I stay focused. I would say that as a leader, I am a marathon runner rather than a sprinter. Often accomplishments don’t happen immediately but you need to show determination and perseverance. What helps propel me in this race is that I believe in where I am going.

But I am also nurturing. As a leader, I find satisfaction in seeing people in whom I believe grow and succeed. I like being in a position where I can support the development of others and improve situations.

What role does a leader have in developing people?

A very important role. The success of a company is dependent on its people. With the right people, anything can happen. I am not talking about changing people; I am talking about developing them. I think it is vital that our people are in the right position. You can’t have people who are not doing what they are supposed to do. I don’t view people as good or bad but that people are in the right or wrong position.

What leadership tip have you used that you can pass on to others?

I know what I know, but more importantly, I know what I don’t know. No human is an expert everywhere. Through development and assessment programs, I have learned to acknowledge my blank spots. Therefore, it is important that I surround myself with people who compensate for them.

What are you most proud of?

Personally, I am most proud of the people I have believed in, supported, and who are now instrumental in strengthening the company. I am proud of the people who have proved me right.

What I am proud of from a company perspective is that we have been able to change this company to set a new direction. At one time we were 400 little villages which we have transformed to one big town with a consumer focused mindset. That we have, together, as a team, been able to achieve that….it is an incredible accomplishment.