Merete Wedell-Wedellsborg

Sep 25, 2024 | imd.org | Merete Wedell-Wedellsborg

What is a defining characteristic of genius teams?  a) They know how to suppress tension and avoid discomfort and conflict. b) The members don’t shy away from task or relationship conflicts. c) They are created in the image of their maker (you!). Answer: b). Whereas many teams are allergic to conflict, tension, and confrontation, genius teams are at ease with creative discomfort and recognize that task conflicts create better solutions and outcomes.

Jul 22, 2024 | hbrfrance.fr | Merete Wedell-Wedellsborg

« Mais où est passée ma motivation ? », s’est exclamé un dirigeant au beau milieu d’un entretien. Nous étions en train de parler de la façon dont lui et son équipe faisaient front face à la deuxième vague de la pandémie de Covid-19 et de ce que leur inspirait la nouvelle qui venait de tomber selon laquelle un vaccin se profilait à l’horizon. En apparence, tout allait bien : les affaires étaient florissantes et son entreprise était en bonne santé.

Jul 8, 2024 | hbr.org | Merete Wedell-Wedellsborg

What makes the most ambitious and capable executive teams different from the rest? I have engaged with hundreds of leadership teams over more than 20 years as an executive advisor and organizational psychologist. A notable few stand out as what I call “genius teams.” These teams can handle more complexity than their peers. They accomplish more. They work faster. If such teams are managed artfully, they can deliver outsize results. Genius executive teams are notable for three characteristics.

Dec 5, 2023 | imd.org | Daniel Kahneman |Merete Wedell-Wedellsborg |Ginka Toegel |Thomas Malnight

Our ever-present emotions impact our thoughts and actions in sometimes surprising ways. Emotionally aware leaders who effectively embrace their feelings are more likely to serve as role models and inspire their teams. Emotions have an adaptive function for us. Disregarding them means foregoing critical data that is relevant to make sense of a specific context or situation.

May 29, 2023 | imd.org | Lars Haggstrom |Merete Wedell-Wedellsborg |Su-Mei Thompson

But leaders who refuse, or who are reluctant to, engage with inclusion and dismiss it as “woke” are missing out on business opportunities for new markets and greater productivity – as are leaders who, at the other end of the spectrum, indulge in “virtue-signaling” about EI&D but don’t actively change organizational processes to achieve the right outcomes. It’s not enough to comply with regulations on issues like board diversity and equal pay.