Page 19 - Plesner CSR 2019_UK

OUR EMPLOYEES' DEVELOPMENT, SATISFACTION AND ABILITY TO WORK ACROSS THE OR- GANISATION ARE INSEPARABLY LINKED – AND BENEFIT EACH INDIVIDUAL EMPLOYEE AND THE RESULTS WE ACHIEVE FOR OUR CLIENTS.
Plesner's ambition to be a leader in the industry when it comes to job satisfaction is a natural part of our CSR policy. One way to achieve this goes through leadership training. In the spring of 2019 a new group of attorneys started an intensive training programme taking strength-based leader- ship as its starting point.
"Strategic focus on enhancing the leader-
ship culture in Plesner is not new. The train- ing programme provides our attorneys with an opportunity to zoom in on their personal leadership skills. The programme prepares our talented specialists for professional leader- ship and ensures that they build up a strong network on the way," explains HR Manager Mette Lock Carlsson.
Leadership responsibility at an early stage
Everyone with at least two years of expe- rience as an attorney has the necessary experience to benefit from the programme. According to Mette Lock Carlsson this is not only about personnel management in the traditional sense.
"When you are a young attorney at Plesner, you will get leadership responsibility at an early stage. It happens when you delegate work, for instance when you are a project manager in connection with complex cases across disciplines. In that situation you are responsible for the efficient performance of the work in an environment that inspires your subordinates and colleagues to do their best. Creating the framework for an efficient and
dedicated performance is an extremely impor- tant managerial task."
Strength-based leadership
Many organisations often focus too much on that which does not work. Strength- based leadership focuses on that which works. It is easy in theory but difficult in practice. According to recent research, commitment grows significantly in organi- sations which use that which works well
as their starting point and focus on the strengths of their employees. Focusing on strengths and opportunities rather than weaknesses and problems may play a part in creating forward-looking and positive de- velopment both of the individual as a leader and of his or her employees.
Collaboration and bridge-building
Personal leadership is to a large extent a question of being able to collaborate and build bridges in your relations to others. The typology tool JTI is an efficient tool for get- ting to know yourself and your colleagues better.
For the fourth year running Plesner is using JTI as a development tool for the purpose of understanding that we are fundamentally motivated by different things. The better we know each other's preferences and differ- ences as leaders and employees, the easier it is to recognise and value our colleagues
– all for the benefit of the collaboration culture in the organisation and our ability to
perform work to a high standard.
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