Since the fall of 2022, Schibsted has had a highly appreciated and successful leadership program. It is run and developed entirely internally, delivering concrete results. All participants would recommend a colleague to attend, and many improve their results in the ACT employee survey.
Behind the program and its success are two people – Nina Hermansen and Josefina Levin. Both have extensive experience in HR and leadership development and now work full-time with Schibsted’s leadership program. There’s no doubt about its popularity.
“Recently, a former participant came up to me in the office and said, ‘Damn, I miss the program – can I do it again?’” says Nina.
“Sometimes, you have to pinch yourself to believe the feedback we receive. Many are especially grateful for the network they gain,” Josefina adds.
The program has four overarching goals:
- It should convey Schibsted’s leadership principles – Pace (people-driven, agile, collaborative, entrepreneurial).
- It aims to create a strong leadership culture and build networks across the organisation.
- Managers should feel confident in their role, familiar with our tools, and know how to develop and retain their employees.
- Participants should understand Schibsted Media’s strategy and our overarching goals.
Participants are nominated
Of the roughly 450 managers, about 190 have completed the program so far. Participants are nominated by their own organisations and come from all parts of the company. The mix is essential.
“As an editorial leader, you might think you don’t have much in common with a manager working in product or tech, but you face the same challenges and are confronted with the same questions,” says Nina. “It’s about people. Once you realize that, the barriers disappear.”
Hanna Olsson Berg, Deputy Editor-in-Chief at Aftonbladet, is one of those who have participated, and she shares that it was a real boost that gave her new energy as a leader.
“The course helped me take control of my own time and take care of myself as a leader. In a demanding everyday life, it’s valuable to gain perspective on what you’re doing, and not least, to talk with other leaders in the company and get their input.”
Nina Hermansen och Josefina Levin.
A significant factor in the program’s success is that it was created and developed internally. It’s tailored to our business, and Josefina also highlights that the expertise remains within the organisation, allowing her and Nina to continuously develop the concept.
“For example, now we have a lot more discussions compared to the first course. We brainstorm and talk more. And we always use real-life examples. Consultants disappear along with the course,” she notes.
To ensure the best possible content, they also look at what other companies are doing and stay updated on the latest research, particularly in neuroscience – they learn a lot about how our brain works.
But perhaps the most important aspect is the atmosphere they create when everyone meets.
“Sometimes leadership courses can have a bit of a cocky vibe. That’s the first thing we get rid of. No one is perfect, and we help each other”” says Nina.
“The thing about us is that we’re chill,” Josefina adds after searching for the right words. “We don’t wear intimidating suits and can joke with ourselves. Everyone’s shoulders are relaxed; we create safe spaces.”
A new family
The result is that everyone shares on a personal level, and participants grow close to each other. Josefina describes it as gaining a new family over the six months of the course, and everyone wants to stay in touch after it ends.
So, what is most important for Schibsted’s managers to take away today? Nina and Josefina believe that collaboration is key. After the split from the marketplaces, we now have the opportunity to create something new, and it’s crucial to look beyond one’s own team and see the bigger picture.
On a broader level, they agree on the challenges we face with focus. We are scattered and constantly distracted by new impressions and things demanding our attention, and we are poor at prioritising and saying no.
“I remember a meeting where my boss said, ‘I’m leading 46 projects – I have nightmares,’” says Josefina.
“We’re so scattered when we work. It’s Slack, Slack, Slack, emails, and meetings. Often, we fail to focus – and that’s something we’re losing as a skill,” says Nina.
During the course, everyone must turn off their phones. At first, they say, “No way…” but later they thank Nina and Josefina for being strict so they can be fully present in the room.
Olav Hexeberg Hovden is a business developer at VG and has just completed the first module. He emphasises the importance of being together with colleagues from across the organisation, with different backgrounds and expertise – without distractions from phones or Slack.
“It creates incredibly valuable discussions and insights. This is a course where you truly get a lot of meaningful takeaways.”
Nina and Josefina’s best tips for leaders:
- Ask for help – collaborate. If you have a question, others likely have the same one
- Spend more time planning and reflecting
- Work with storytelling and communication to build your team
- Feedback is always crucial
- Don’t hold meetings without a clear agenda
- Trust yourself – don’t try to be someone else.
- Be yourself and trust that you are good enough.”
Here’s how the program is structured:
It consists of three modules, each lasting two days. Participants are divided into different ”learning groups” that meet between modules to follow up on the goals set by each participant. Each course session has 28 participants.
- Module 1: My Leadership – my role, leading oneself, inspiring leadership, speeding up, introduction to the leadership principles Pace & DIB (diversity, inclusion, belonging)
- Module 2: My Team – effective teams, psychological safety, feedback, fight & unite, goals and roles, Pace & DIB
- Module 3: Strategy – strategy, collaboration, networking, change management
