{"id":33888,"date":"2025-03-27T10:24:32","date_gmt":"2025-03-27T09:24:32","guid":{"rendered":"https:\/\/egn.com\/dk\/?p=33888"},"modified":"2025-04-08T09:23:57","modified_gmt":"2025-04-08T07:23:57","slug":"forandringsledelse-saadan-undgaar-du-at-usikkerheden-sniger-sig-ind","status":"publish","type":"post","link":"https:\/\/egn.com\/dk\/forandringsledelse-saadan-undgaar-du-at-usikkerheden-sniger-sig-ind\/","title":{"rendered":"Forandringsledelse: S\u00e5dan undg\u00e5r du, at usikkerheden sniger sig ind"},"content":{"rendered":"\n

Vi vil gerne forandre os til det bedre, mener ekspert, men det kr\u00e6ver den rette strategi at gennemf\u00f8re.<\/strong><\/p>\n\n\n\n

N\u00e5r organisationer s\u00e6tter ambiti\u00f8se m\u00e5l og kaster sig ud i forandringsprojekter, er det sj\u00e6ldent selve forandringen, der skaber modstand. Det er usikkerheden omkring den. Det mener Carsten Lindgaard, ekspert i forandringsledelse, som har arbejdet med strategisk implementering i b\u00e5de private og offentlige organisationer.<\/p>\n\n\n\n

“Det er jo ikke forandring, folk egentlig modst\u00e5r. Det er usikkerheden omkring forandring. Og det er s\u00e5dan set den vigtigste rolle, en leder har \u2013 at fjerne den usikkerhed,” siger han.<\/p>\n\n\n\n

Men hvordan g\u00f8r man det i praksis? If\u00f8lge Carsten Lindgaard handler det f\u00f8rst og fremmest om at s\u00e6tte tempoet ned og t\u00e6nke strategisk.<\/p>\n\n\n\n

“Vi forveksler travlhed med fremdrift. Mange ledere har s\u00e5 travlt, at de ikke tager sig tid til at designe forandringer ordentligt. Vi siger \u2018slow down, f\u00f8r du kan speede op\u2019. Hvis ikke du har tiden til at engagere folk og g\u00f8re forandringen meningsfuld, s\u00e5 mister du dem,\u201d forklarer han.<\/p>\n\n\n\n

\n\n\n\n

Konceptf\u00e6lden og betydningen af m\u00e5l, der giver mening<\/strong><\/h2>\n\n\n\n

En af de store faldgruber i forandringsledelse er det, Carsten Lindgaard kalder konceptf\u00e6lden<\/em>. Her bliver forandring kommunikeret som brede, abstrakte id\u00e9er \u2013 f.eks. at man skal v\u00e6re mere kundeorienteret \u2013 uden at medarbejderne f\u00e5r noget konkret at handle p\u00e5.<\/p>\n\n\n\n

\u201cHvis ikke du f\u00e5r det oversat til noget konkret og m\u00e5lbart, s\u00e5 d\u00f8r det som et koncept. Du kan simpelthen ikke forandre noget ved hj\u00e6lp af et koncept,\u201d siger han.<\/p>\n\n\n\n

Derfor b\u00f8r m\u00e5lene bag forandringer v\u00e6re pr\u00e6cise, realistiske og meningsfulde. Det handler ikke bare om at nedskalere et centralt oms\u00e6tningsm\u00e5l til mindre teamm\u00e5l, men om at overs\u00e6tte det til noget, der f\u00f8les relevant for den enkelte. For hvis medarbejderen ikke forst\u00e5r, hvorfor m\u00e5let er vigtigt \u2013 og hvordan det p\u00e5virker deres hverdag \u2013 s\u00e5 forsvinder engagementet.<\/p>\n\n\n\n

\u201cMange m\u00e5l i dag kommunikeres som forretningsm\u00e5l i toppen, men de bliver aldrig oversat til noget, der giver mening for teamet. Og den overs\u00e6ttelse kr\u00e6ver tid og energi \u2013 noget mange ledere simpelthen ikke har i dag,\u201d siger han.<\/p>\n\n\n\n

Og netop manglende fremdrift er en dr\u00e6ber for motivationen.<\/p>\n\n\n\n

\u201cHvis ikke du kan m\u00e5le fremdrift, s\u00e5 mister folk interessen. Det er som et nyt\u00e5rsfors\u00e6t \u2013 du melder dig ind i fitnesscenteret, men efter to m\u00e5neder kommer du ikke l\u00e6ngere, fordi du ikke kan se resultater.\u201d<\/p>\n\n\n\n

\n\n\n\n

Fokuser din energi og skab ejerskab i teamet<\/strong><\/h2>\n\n\n\n

En anden klassisk fejl er at sprede energien p\u00e5 for mange m\u00e5l. Carsten Lindgaard illustrerer det med et simpelt regnestykke:<\/p>\n\n\n\n

“Som ledere har man maksimalt 10- 20% af Teamets tid at g\u00f8re godt med i forhold til at drive forandringer – resten g\u00e5r med den daglige drift. Hvis du spreder teamets energi p\u00e5 ti m\u00e5l, opn\u00e5t I h\u00f8jst sandsynligt ingen af dem. Men fokuserer du teamets energi p\u00e5 \u00e9t eller maksimalt 2 m\u00e5l, er chancen for succes meget st\u00f8rre.”<\/p>\n\n\n\n

Men selv med f\u00e5, klare m\u00e5l, er det ikke givet, at forandringen lykkes. If\u00f8lge Lindgaard skal engagementet opbygges i teamet \u2013 ikke presses ned ovenfra. Her spiller lederens mindset en afg\u00f8rende rolle.<\/p>\n\n\n\n

\u201cDen eneste m\u00e5de, du kan finde svaret p\u00e5 et forandringsm\u00e5l, er ved at engagere medarbejderne. Hvis du som leder betragter m\u00e5let som et sp\u00f8rgsm\u00e5l frem for et svar, s\u00e5 bliver du mere nysgerrig og ydmyg \u2013 og det smitter af,\u201d siger han.<\/p>\n\n\n\n

Fokus b\u00f8r ligge p\u00e5 de medarbejdere, der viser vilje og nysgerrighed. Dem, der er skeptiske eller direkte modstandere, skal have plads, men ikke n\u00f8dvendigvis overbevises fra dag \u00e9t.<\/p>\n\n\n\n

\u201cN\u00e5r nogen i teamet begynder at tage ejerskab, smitter det. Skeptikerne vil p\u00e5 sigt blive nysgerrige og m\u00e5ske endda motiverede til at v\u00e6re med. Men det kr\u00e6ver t\u00e5lmodighed \u2013 og det er en ressource, der er knap i mange organisationer,\u201d siger Carsten Lindgaard.<\/p>\n\n\n\n

\n\n\n\n

N\u00e5r forandringen d\u00f8r stille<\/strong><\/h2>\n\n\n\n

Selv de bedst t\u00e6nkte initiativer kan ende i stilhed, hvis forankringen mangler. Det sker ofte, n\u00e5r ledere fejlagtigt tror, at et m\u00e5l er \u201cchecket af\u201d, s\u00e5 snart det er lanceret.<\/p>\n\n\n\n

\u201cMange forandringer d\u00f8r ikke med et brag, men bliver kvalt stille og roligt over tid. N\u00e5r medarbejderne har set nok initiativer komme og g\u00e5 uden reel effekt, mister de troen p\u00e5 det n\u00e6ste,\u201d advarer Lindgaard.<\/p>\n\n\n\n

Og det er en farlig glidebane. Ikke kun for projektet, men for hele organisationens evne til at forandre sig fremadrettet.<\/p>\n\n\n\n

Men Carsten Lindgaard insisterer p\u00e5, at vi faktisk gerne<\/em> vil forandre os.<\/p>\n\n\n\n

\u201cFolk vil grundl\u00e6ggende rigtig gerne forandre sig, hvis foruds\u00e6tningerne er de rigtige. S\u00e5 det handler ikke om at presse forandringen igennem \u2013 det handler om at skabe tryghed omkring den.\u201d<\/p>\n\n\n\n

Forandringsledelse handler alts\u00e5 ikke kun om strategi \u2013 det handler om mennesker. Og if\u00f8lge Lindgaard er den vigtigste opgave som leder netop at g\u00f8re forandring tryg, meningsfuld og m\u00e5lbar.<\/p>\n\n\n\n

\u201cVi skal g\u00f8re det trygt at forandre sig. Det er ikke forandringen, vi frygter \u2013 det er usikkerheden omkring den.\u201d<\/p>\n\n\n\n

L\u00e6s ogs\u00e5 vores spritnye whitepaper, som virkelig g\u00e5r i dybden med koncepetet forandringsledelse.<\/a><\/p>\n\n\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Vi vil gerne forandre os til det bedre, mener ekspert, men det kr\u00e6ver den rette strategi at gennemf\u00f8re. N\u00e5r organisationer s\u00e6tter ambiti\u00f8se m\u00e5l og kaster sig ud i forandringsprojekter, er det sj\u00e6ldent selve forandringen, der skaber modstand. Det er usikkerheden omkring den. Det mener Carsten Lindgaard, ekspert i forandringsledelse, som har arbejdet med strategisk implementeringForts\u00e6t med at l\u00e6se “Forandringsledelse: S\u00e5dan undg\u00e5r du, at usikkerheden sniger sig ind”<\/span><\/a><\/p>\n","protected":false},"author":41,"featured_media":33854,"comment_status":"closed","ping_status":"closed","sticky":true,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[281],"tags":[313],"class_list":["post-33888","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ledelse-i-praksis","tag-forandringsledelse"],"acf":[],"yoast_head":"Forandringsledelse: S\u00e5dan undg\u00e5r du, at usikkerheden sniger sig ind<\/title>\n<meta name=\"description\" content=\"Forandringsledelse kr\u00e6ver en strategisk tilgang. 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