In the past decade Beerenberg has run management training programmes for hundreds of managers, especially its foremen and project managers. Last week the company launched a brand new leadership development programme, this time aimed at team leaders and foremen.
Working with AFF
The programme has been developed in partnership with Administrativt Forskningsfond (AFF), which runs the Solstrand programme as well as a programme for executive and middle managers at Beerenberg. The programme lasts four days and involves two seminars. It is a combination of short lectures and training sessions based on concrete scenarios and the participants’ own experiences.
“The main aim of the leadership development programme is to boost the performance of the participants and consequently Beerenberg’s bottom line by gaining an insight into what drives performance,” says Gro Hatleskog, EVP for Business Support.
The bigger picture
The recurring theme on the programme is leadership, communication and interaction. “The ability to communicate and give feedback is crucial if you are to succeed as a leader and deal with our customers. You must also be able to see the bigger picture, see things in context and bring out the potential in our employees in a way that works both for Beerenberg and for the individual,” says Hatleskog. She adds that the programme is founded on the principle that good team leaders and foremen have an impact on communication both upwards and downwards in the organisation, and they play an important role when it comes to financial performance and HSE.
Enthusiastic participants: (from left) Oddbjørn Karlsen, Alf Øystein Vågen, Frank Dovland and Gabriella Hanna Burtan.
Hatleskog points out that team leaders and foremen are the link between the workers and the management. “They have an extensive contact network and are in a good position to influence both company culture and performance,” she concludes.
I’m a leader
Steinar Fjellhaugen is a team leader at Kvitebjørn and has completed several of the company’s leadership programmes. “It’s always good with an update to be able to develop in the role. We’ve previously learnt how to use tools and methods and, not least, how to deal with the various situations that occur in the workplace. This leadership programme focuses on me the leader; how I communicate and how I interpret my leadership role,” Fjellhaugen says.
There is plenty of discussion, reflection and knowledge transfer scheduled over the four days. “Even though we already have a good dialogue between team leaders and foremen, this is an incredibly important forum for forging even closer relationships and getting to know new colleagues. I find that we’re having some great discussions and are able to practise clarity when we communicate with each other. This is something we have to keep on practising, and it will make us even better leaders,” Fjellhaugen concludes.
Newly minted leader
Einar Martin Daae Rognli is working as a surface treatment foreman at Tjeldbergodden, and this is his first leadership training programme. As a relatively new leader, he is hoping to gain a better understanding of what his role entails. “I keep asking myself whether the things I perceive to be my leadership qualities are seen as such by others. I always want to improve, and getting an understanding of what makes a good and a bad leader is a good place to start,” he says in reference to the programme.
Einar Martin Daae Rognli
Production manager Tjeldbergodden Hans Brunvatne was also at the seminar, where he talked about the importance of leaders being accessible and about his views on what it means to be a good role model and motivator. “Brunvatne’s message was very inspiring, and he made me even more conscious of how the way you communicate has an impact on how you are being perceived,” says Einar Rognli, adding that this is something he will be taking on board in his own role.