A good leader is like the first violinist, collaborator and conductor in a symphony orchestra. But what kind of strings does Stian Jensvoll (49) play as a leader in a leadership development company?
By Rita Tvede Bartolomei
- When you're a leader, you simply have to be responsive to others. It's like being part of a symphony orchestra, where you're the first violinist, co-player and conductor. The conductor and first violinist must use themselves as an instrument, a tool, to get everyone pulling in the same direction. As a leader, you have to point out a direction in a clear way and help your employees to achieve it," explains a committed Stian Jensvoll.
He started the leadership development company FRONT Leadership (formerly known as Leadership Weekly) together with Mats Kristensen in 2015.
About being a leader for leadership developers
The first violinist is perhaps the playing leader of the symphony orchestra. But like all leaders, the first violinist must always ensure that the interaction is in place. As a delivery manager (almost like a first violinist), Stian Jensvoll ensures the interaction with 6 leadership developers in FRONT Leadership. What is it really like to be a manager of leadership developers? Stian chuckles a little and exclaims:
- Perhaps I should refer to the saying "the cobbler's children are the worst shod"? But joking aside. This is a role I am very humble and proud to have. I'm now the leader of many competent people, who really know what good leadership is. But it's a role I enjoy and I'm not afraid of getting feedback. It's important to recognize the competence of others, and I think it's really exciting to have so many good people around me," he says enthusiastically.
Stian says he has always enjoyed being close to people and creating mutual trust: Both as a manager of leadership developers, and as part of FRONT's team of leadership developers. The relational aspect was something he also appreciated as a leader in the Armed Forces.
- Mutual trust is a keyword for good leadership. With modern leadership, you should not be the one who "knows best". A modern leader should make sure you get good advice, make sure everyone has their say, and ensure that everyone's expertise is used in the best possible way. Something that is incredibly important to me in FRONT Leadership is that I contribute to unity and energy. And that everyone is seen and recognized," he says.
Stian Jensvoll
Founding partner and Delivery manager
The phone call that started it all
The first meeting between the two founders of FRONT (a meeting that developed into a solid friendship) took place during military training: At the military school at Linderud camp in Oslo. The year was 1998.
- "We were both born in 1974, although I'm admittedly one month older than Mats," says Stian with a smile.
But the start of what is now better known as FRONT Leadership took place in 2014. That's when Stian called Mats to talk about the possibilities of starting something together. They discovered their different strengths: Stian's relational qualities and Mats' creativity, would be a good combination in a start-up company.
- In 2014, I was still working in the Armed Forces. By then I had worked with operational management in several places in Norway, but also in Kosovo and Afghanistan," says Stian.
This type of management job required a lot of travel, which was something he wanted to shield his family from, after almost 20 years in the Armed Forces.
- I was ready for a different direction in life. If I wasn't going to work as a manager, the next best career choice was to work with leadership development," says Stian.
Mats Kristensen and Stian Jensvoll
More than just theory
The goal for both was to provide leadership training that is practiced in real everyday situations. Every single day, every single week. Throughout the year.
- A leadership development based on research, but which is still more than just theory. Where you get to test your skills in practice," says Stian.
Mats and Stian first started out as a team of two. Almost 10 years later, the company has a total of 17 employees.
- "I wanted to continue the Norwegian Armed Forces' leadership methodology through a private leadership development company. We have taken much of this methodology with us into FRONT Leadership. Practical leadership development that is practiced over time. Because leadership is not something you become good at during a weekend seminar at a hotel," says Stian.
To be at the forefront of leadership
FRONT Leadership was first called Leadership Weekly. The name was inspired by a weekly learning cycle, where leaders regularly practice their leadership skills.
- Unfortunately, it turned out that many people assumed that Leadership Weekly was a magazine about leadership, not a leadership development company," says Stian.
The unintentional misunderstanding resulted in a rebranding. Now Mats and Stian had to find a new name for the company. 50 suggestions were put on the block. FRONT Leadership was the result, and the name was changed in 2020. But why FRONT?
- The importance of the company name is threefold. Leaders must be at the forefront and set an example for others. In addition, we help the business to be at the forefront. At the same time, we as a company want to be at the forefront of leadership development. Mediocre leadership development is not being at the forefront, and not something we would be happy with," he says.
Management is its own subject
"All managers have a profession as their starting point," Stian reminds us: Whether you're a carpenter or an engineer. But this is where many managers go wrong. They forget (or don't know) that management is a separate profession.
- Many people become managers because they perform well in their profession. That's why new managers often think they should continue to be good professionals - in their original profession. But this is the least important thing you do as a manager," he says.
Stian adds that the challenge often lies in managers automatically taking on much of the technical responsibility.
- They do too much of the work themselves," he says.
On the other hand, letting go of control of all the details is an important part of leadership. As a leader, you must be able to rely on others' expertise and ability to execute.
- "Professionals are often trusted to become managers because they are responsible. But a responsible professional is most of all responsible for the profession - not for management," he says.
Busyness is often part of the same dilemma. It can be tempting to use busyness as an excuse not to take ownership of management.
- They become too preoccupied with emails and paperwork that needs to be filled in. Even if a manager is responsible for administrative tasks, this can be delegated to others," says Stian.
The art of giving constructive criticism
The road to becoming a good leader is a journey of change that can bring joy and inspiration. But it also involves feedback from the people you actually lead in your day-to-day work. Naturally, not all feedback is pleasant feedback, Stian reminds us.
- Being told that you have development potential can be very unpleasant. At least if it's presented in a bad way. But feedback can be positive if it's done in a constructive way," says Stian.
Because feedback is incredibly important," he points out.
- Of course, the feedback must be genuine and training in this will quickly lead to development. The goal is to make feedback part of the culture around you as a manager," says Stian.
Most feedback should also be based on what the recipient is good at and has talent for.
- This makes development strength-based and much more exciting, engaging and motivating," he says.
The engagement that moves
Stian explains that the manager must be motivated to use themselves as a tool for development.
- Including taking ownership of your own development as a leader," he adds.
And it is precisely this commitment and ownership of the management profession that really moves Stian Jensvoll.
- When we meet these great customers of ours. When we hear them talk about pride in their leadership role. That they are energized by leadership development. It makes me incredibly humble. Almost to the point where I'm moved just by saying it. Then I think: "I'm really glad I made that phone call to Mats in 2014," Stian concludes.
