There are endless challenging situations for a leader. One of the toughest challenges is to lead a large business that is to be wound down. One person who knows what this means is Henrik Pettersson. He had just over 12 months to wind up an entire company with 300 employees while continuing to operate until the last day.
Read and be inspired by how Henrik managed to carry out a healthy winding up, and at the same time get all employees on board while maintaining energy and forward thinking.
What qualities and skills in you as a leader made you manage to implement this tough change?
First and foremost, my attitude to change, I like change! To dare to think new and different and then spread this with great commitment to others is an advantage and the beginning of a successful journey. Furthermore, to be humble in the face of the unknown. Winding down is not the same as creating growth. The starting point for most people is that winding down is associated with something negative and my stubborn pursuit to turn this into something positive contributed greatly to our "success". Coupled with this, I forced myself to trust employees and staff more fully. To dare to let go and clearly formulate goals and expectations instead of getting into details and execution. Last but not least, the interest and time to meet all people. I constantly strived to live my message and at all stages listen and support / coach throughout the process. Everyone goes through the change cycle and by clarifying this for those involved to understand and explain the behaviors / reactions of different colleagues contributed greatly to creating understanding and participation.

What were the most difficult challenges during the process?
The balance between leading the staff with demands and clarity while trusting the individual's ability to make their own decisions and act independently. Shifting gears and being on the edge with active coaching when you know that everyone already knows that they will stop at a certain date. Personally also to really guide everyone through all the steps of the change cycle and adapt the leadership according to how the different individuals reacted. Besides the direct leadership of the staff, it was also a completely new situation to deal with the environment and all stakeholders. The fact that we as a company would not be part of our customers' and suppliers' future created challenging situations in terms of managing relationships and agreements entered into and subsequently terminating these.

What was the main thing that made you succeed with such a good result?
Clarity in the change goals, the journey there and the importance of everyone being on the journey. Communication and transparency throughout the process. Repetition of message, strategy/goals and creating recognition during the journey was really important. We had nothing to hide but full transparency at all stages. This created trust and participation and despite the fact that everyone was formally dismissed, it gave a direction where we managed to gather everyone around ending this in the best way by putting the flag at the top, with clear performance goals and quality measures along the way. In retrospect, I am so incredibly impressed and proud of all colleagues who made it possible, what teamwork!
A side track that made a big impression among the staff was our initiatives with activities and smaller incentives. Creating fun and interesting events and giving appreciation for good work. Small things like joint breakfasts, trainings/lectures and showing that we invested in the staff even during a wind-down phase. Small rewards and verbal and tangible appreciation to the staff created a positive view of management / company and increased everyone's well-being.

What advice do you have for leaders who are facing a similar situation?
Firstly, to reflect on whether you are dedicated and "all-in" for the journey. If you are, you should really think through the strategy, plan and way forward before you start. For me/us, we took advice early on from professional partners who had similar experiences before. This helped us to make a good plan and get it right from the start. Our communication plan with full transparency on all levels and clarity to all employees is what I would take with me if I were to do it again!
See all individuals for what they do and the value they add. Do not underestimate the "normal performer", they are the backbone and probably the most important cog in the change process. Be selective about key people and invest heavily in some that you trust and who can be loyal to you / the company along the way. When both plan and staff (key people) are in place, go for it!

Clear change goals (eg "finish with the flag at the top", "comply with laws and regulations", etc.)
Elaborate communication plan from the first information to the last day
Repetition and recognition. Very important to create security through repetition of purpose and goals.
Identify and tie in key people who are involved throughout the journey