This week's inspiration is Richard Hammarström Group COO at Euvic Nordics who lives by the motto of being The Good People!  

‍

Richard, what is meant by The Good People and how have you and your team managed to build this strong culture?

For me, a strong culture within our company is about practicing curiosity, heart, passion and empathy on a daily basis. Keeping my promises is a cornerstone, because it is what builds trust and respect.

Another important key is not to confuse the person with the performance. It is crucial to be able to distinguish them and always start from good intentions regardless of the role in the organization.

We truly strive to be a team where each individual plays a key role in shaping our culture. Personally, I have found that by being open and supportive, we not only create an atmosphere where everyone feels encouraged to contribute but also psychological safety that allows you to be transparent, honest and challenging. Not just preaching core values but actually living them is what makes the difference. For me, it's about being a leader who acts value-driven, not just talks about it.  

What added value does your culture create for your customers and is it measurable?

For us, it is crucial to be more than just a supplier. We strive to be an active partner in our customers' success. Personally, I see every interaction as an opportunity to deepen our relationships and understand their needs even better. Feeling our customers' success as our own is something that drives us every day. Seeing our high NPS as a confirmation of our commitment gives me pride in the work we do and the culture we have created.  

What challenges do you see in the future to maintain this strong culture and how do you see you need to develop your own leadership to succeed?

Building strong, sustainable relationships both internally and externally is something I see as crucial for our future and it is something I am personally deeply committed to promoting and developing.

To successfully maintain and reinforce a strong corporate culture, it is essential that, as a leader, I am open to change and innovation while remaining true to our core values. It is important that I develop conditions that promote self-leadership, which means creating an environment where employees feel empowered and have the resources and knowledge to take initiative and responsibility themselves.

For example, clarity of vision and goals, offering support and resources, and encouraging open dialog and feedback, I believe can help our employees develop their self-leadership skills.

A key element is to foster a culture of trust and transparency. This improves communication within the organization and facilitates a climate where everyone feels safe enough to explore and apply self-leadership. As a leader, it is also important that I am a role model in showing how to navigate through change and take responsibility for both successes and challenges.

As I support our staff in their self-leadership, it is also crucial that I continue to develop my own skills. In doing so, I find it important to be receptive to feedback, to be willing to adapt my leadership style and to constantly seek new knowledge and methods for effective leadership.

By prioritizing these aspects, I hope to lead us towards sustainable success while maintaining a culture that values and promotes self-leadership among all employees.

‍