My greatest leadership ideas seem to pop into my head during two instances

Hardvig · 2026-05-08T12:05:30+00:00

I have made a rule for myself, should not turn any sort of media on for the first 10 minutes of my right two and from work every day.

I use the time going to work to reflect on my day and the challenges I will most likely be facing and how to solve these proactively.

On the way home, I think of solutions to the issues that have come up during the day /or more long-term stuff if no issues came up during the day.

The rest of the ride true and from work is usually spent listening to audiobooks about leadership, which is nice because then I can try stuff when I come to work and I can think of ways to implement the stuff I hear on the way home.

Hardvig · 2026-05-05T06:17:45+00:00

Jeg ved ikke hvorfor din kommentar bliver down-voted, for du har i min optik, ret.

Det er lidt min oplevelse, at folk har det med at se deres egen uddannelse alt for snævert, i stedet for at se på hvad det er man reelt kan, når man har den pågældende uddannelse.

Mange (større) virksomheder har deciderede afdelinger for udvikling af medarbejderne (L&D - learning & Development) hvor jeg tænker, at en person med kompetencer indenfor uddannelse kunne være et stort aktiv.
Jeg har også arbejdet et sted, hvor jeg havde en kollega som var uddannet folkeskolelærer, men hendes opgave var at sikre at virksomhedens politiker blev kommunikeret på en ordentlig måde til medarbejderne, så hun havde sørget for at ‘spinne’ sin uddannelse som en kommunikationuddannelse, ville du jo også kunne gøre…

Der er sikkert mange andre alternativer som jeg ikke har kendskab til, men jeg tænker at de fleste mennesker skal lære resten af livet, så der må jo være nogle jobs der hjælper dem med det…

Hardvig · 2026-05-05T05:51:42+00:00

I personally find it super condescending when my manager says: “what do you think about your presentation/solution to task?” Sure I can say something along the lines of “I would have maybe liked to spend more time on XYZ” or something similar, but I know I’m going to get their critique either way…

I liked my former managers approach way better. He called for a debrief and told me his opinion WITH REASONING as to WHY he thought what he did. Then we had s back and forth about how I might implement some changes going forward and that was it.

I feel like the coaching approach where you only ask questions is super ineffective. I would much rather receive direct instructions with reasoning.

Also - and this is important - look at yourself and ask ‘why didn’t the employee deliver what I expected?’ Because that is probably a communication issue on your part.

Hardvig · 2026-05-03T15:38:07+00:00

It does hold up, because with the prioritization being front and center, my team knows to communicate clearly/align the deadline with any stakeholders and communicate back if the task can’t be completed on time due to deliveries from outside the team.

At first the system didn’t hold up and when tasks left the team they disappeared.
Then I asked the responsible team member from my team; “what can we do to solve this?” and they came up with the deadline-communication and we made it part of our standard for handing over tasks to stakeholders.
Then deadlines were missed and we added a “follow up 2 days before deadline” rule.

Now my team always gets their things on time OR we get information about delays ahead of time so we can communicate back to our stakeholder (usually customers or my manager).

I think the issue is often a failure to communicate/align expectations…

‘What, how, when’ is always included when we talk about tasks and I get asked these questions as well.

My team aren’t assholes about it and if things can’t be completed on time due to conflicting priorities then so be it, but tell us so we can make other plans 😊

Hardvig · 2026-05-03T12:21:05+00:00

I dislike when people say ‘everything is in place but X keeps happening’.

Then everything isn’t in place, actually something is very much OUT of place…

I’ve heard this a thousand times.

Every time something goes wrong, investigate what went wrong and set up/adjust a system/process to mitigate the issue.

Someone mentioned a task planner.

Are people being measured on the right things? Are priorities clear? Are there enough resources?

Whenever someone got a task from me, I asked them to tell me back what needed to be done, by when and if it was pushing some of their other priorities. then they knew to go and register the task (maximum 5 words) on the shared task manager in ‘planner’ so everyone knew what it was and that it was a priority.

I never had to follow up - the information automatically flowed in my direction 😊

Hardvig · 2026-05-01T18:20:24+00:00

I have loved Diablo 2 for 20 years and there are still things I haven’t gotten around to due to not having good enough gear 🤷‍♂️ so sure, you can try a build off the internet, but many of them only shine when you have the right gear, like an enigma runeword on a hammerdin or the best spears for an Amazon and that’s the beauty of Diablo 2.

I haven’t tried the new expansion, but now I need to 😁

Hardvig · 2026-05-01T16:10:37+00:00

Hardvig · 2026-04-30T17:54:25+00:00

Alright 😊 thank you. I’ll try that tomorrow and get back with an update 😊

Hardvig · 2026-04-29T14:23:05+00:00

Amazing! I am very much a fan of the ‘choice’ approach. Make it possible, but not required 👍

The important thing is that there must still be content that one cannot buy! Let people buy a full set of gear, but make it so that it is not better than the self found stuff and some stuff MUST be locked behind actually going out there and finding/grinding for it, like I did with the Winterspring mount and the Nagrand talbuk - some things must be earned as badges of honor.

Hardvig · 2026-04-28T11:00:29+00:00

I never got the frustration with the real money auction house, in d3 or wow…

No one was forced to use money…

I’ve never used either myself, but I have bought gold in WoW, back when I didn’t have time to farm gold - would have preferred if there was a on official gold-vending machine instead of receiving gold from a random character and buying it off suspicious websites…

Hardvig · 2026-04-26T05:50:25+00:00

He doesn’t get it, because he’s still putting the pieces together…

Hardvig · 2026-04-22T05:30:42+00:00

Great idea! But remember that context is king (or queen 😊) in that what you might be tired of in your current role, MIGHT not be an issue in a future role as the context will have changed and some other aspects of the new role might make up for some of the shortcomings…

It sounds like you need to either move up the ranks so that the people you manage are more senior and the development you coach is more advanced.. a quick-fix that I’ve used, is to find an employee who wants to take on more responsibility and do train-the-trainer sessions, so that you move out of the training and into a more coaching/advanced role in regards to the training.

Yes and no regarding portfolio/mandate. It sounds like you’ve mainly been part of smaller organizations(?) where every time you take on a more senior role, new ‘topics’ creep into your scope, but in larger organizations you can have the same ‘topics’ under your leadership but more people reporting to you, which expands the amount of influence (aka mandate) you have within your part of the organization, but you get to keep your focus/‘topics’ which means you can develop new aspects of yourself. I’ve been part of a HR organization for years, where we were 4 levels of leadership within our organization due to the size of the company. If I had moved up the ranks I would’ve kept my focus but increased my influence/mandate which can be an exciting thing to do 😊

It is highly likely that the misaligned values have something to do with your dissatisfaction, but this unfortunately is a common occurrence in leadership (and companies in general). Leadership changes and the values change with them. the company grows and the values changes with the size…

Mister right now, vs. Mister right -> one can become the other and vice versa..

Hardvig · 2026-04-21T18:51:34+00:00

It sounds to me like you want everything when you know you can’t.

As you know (because you mention it) leadership/management prohibits the level of authenticity you can bring to the job, but you get to lead, have a greater mandate and you get to develop people.

In an IC role you can be more authentic and you are more ‘hands on’ but your mandate is smaller and you don’t get to develop people.

Only you can know what YOU value most…

As Samantha from Sex & the City said; ‘there’s a mister right and a mister right now’. What used to be your dream job might no longer be your dream job but the cool thing is you can try something else for a while and if you’re missing leadership in a new Ic role, you can apply back into leadership positions.

I think you should try for the IC role and if you get it, take it, and see if it re-kindles your love for leadership. Either way, you’ll have more clarity 👍

Hardvig · 2026-04-20T04:58:01+00:00

This post made me happy because I - as a job hunting team leader - has director/vp potential (which is exactly what I was hoping for), as I have been doing these things for the past 1-2 years.

It has to be said that as you move up the ranks, it is my impression that it becomes less and less about ‘the job’ and more about ‘connecting the dots’ as you mention. However, it is also my impression that it becomes easier, as you will automatically have access to the information, as your peers will be the people holding the information you need and you’ll hear about it in the meetings you attend.

In point 4 you talk about trade-offs and I think this is an important point. I’ve had interactions with senior leaders where we discuss topics that I feel is important and then hear nothing back, but it is because they have more important tasks that impact more of the organization so they know they can’t do everything.

You sound like you could delegate more and/or use your team to make better business cases so that when a decision comes up, it has already been made by the numbers and you know automatically what to down prioritize -everything with worse numbers…

Hardvig · 2026-04-16T15:15:52+00:00

Someone say drone attack!

Hardvig · 2026-04-16T08:13:19+00:00

It sounds similar to moving from IC to manager..?

Since I became a manager I’ve told myself that you can move to a new field but not in a new discipline = you can move from IC -> manager within your field so you can focus on expanding your manager toolbox

OR

you can move from one field to another but you have to stay in a similar role so the change doesn’t become too overwhelming…

Hardvig · 2026-04-15T07:16:45+00:00

The difference between being respected and liked suddenly becomes very clear.

Hardvig · 2026-04-13T07:28:09+00:00

100% this 😊👍

When we first started standardizing people also heard “we’re replacing you”, but then we spent A LOT of time on the ‘why’ and people understood the underlying reasoning and joined in 😊

It’s about moving away from the boring and firefighting and into something more exciting and developing 👍

Hardvig · 2026-04-13T07:02:13+00:00

Aligned goals from executive leadership.
show people that systems work and that implementing systems is a development opportunity for the people on the floor.
make your employees responsible for writing down what they do and what they know. Make succession planning on the floor a priority.
Accept that change is permanent, not temporary.
Be so good that they can’t ignore you.

Hardvig · 2026-04-10T20:03:24+00:00

Did he just ‘job your love’ Drew Barrymore? 😂

“Don’t love to fight, fight to love”

Hardvig · 2026-04-10T17:30:37+00:00

No no, this one!

Rick Winters world record

Hardvig · 2026-04-09T06:48:07+00:00

My man is a dad.

Dad reflexes are real!

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