31-01-2026
Beeing a leader or a coworker is a constant cooperation / balancing act with others
In my experience one of the more important areas to address is the balance between feeling and logic,
in my vocabulary Heart and Mind
Heart and Mind Management provides Assessment, Coaching, Training, Workshops supporting in management and organisation effectiveness
We updated the homepage on 31-01-2026
I have recorded spoken presentations on the following subjects and launched them, and also updated the homepage
A person coming back from a long sick leave
- People having been on a long sick leave need to be focused on, when they
come back and start working again.
- Depending on the reason for the long sick leave, the Welcome Program needs
to be tailored-made to each individual.
- Everybody needs to feel safe, especially those who have been on a long sick
leave.
The essential thing is that the person does not fall back into sick leave
Coming back from a long sick leave is nerve-wracking and a sort of a balancing act find out what is challenging but not overwhelming?
When a person is coming back from a long sick leave, it's important to consider the following:
1.Gradual Reintegration
Ease the employee back into work with a phased approach, adjusting
workload and responsibilities to prevent overwhelming.
2.Communication
Maintain open and supportive communication, ensuring the employee feels
comfortable discussing any concerns or limitations
3.Support Systems
Provide access to resources such as counseling, flexible hours or
ergonomic adjustments to support their transition.
4.Regular Check-ins
Schedule regular meetings to monitor progress, address any challenges
and make necessary adjustments.
5.Team Involvement
Brief the team on the situation, encouraging understanding and support
while respecting the returning employee's privacy.
6.Health and Safety
Ensure that the work environment is favorable to the employee's health
needs, with any necessary modification in place.
Within the Heart and Mind Management system many subjects might
come in handy.
- Solution focused conversations
1.Together create a preferred picture of how the coworker wants the future to look like.
2.Strengths and Resources: Discuss together things that the coworker does already today and works well.
3.Positive Language: What is working well today? Don’t focus on the problems
4.Goal Setting: Setting clear and achievable targets together so that individuals can work towards positive outcomes
5.Small Steps and Progress: Breaking down larger challenges into smaller, more manageable steps, celebrating and acknowledging even small progress is encouraged to build momentum.
6.Collaboration: Between the coached person and the coach
7.Acceptance: Are you understanding and accepting the problem
8.Brief and Time-Limited: The goal is to bring about positive change in a relatively short period.
Ref. The International Journal of Solution Focused Brief Practices an open source. link: https://digitalscholarship.unlv.edu/journalsfp/
- Planed check ins
- To Make sure that the person coming back from sick leave starts making a
difference quickly and doesn't fall back into sick leave is demanding.
- It is important that you as a leader take an active role in the process.
- But if needed, ask someone for help and assistance.
Introduction of new employees
Introduction of new employees
- Preparation
- Welcoming the first day
- Integration
- Training
- Feedback after a year
- Preperation
Ensure their workspace and tools are ready before they arrive.
- Prepare a workplace
- Desk
- Chair
- Lights
- Office material (or where you fetch it)
- Computer
- Needed Computer accesses and programs
- Tools to perform the intended job
- Personal safety equipment
- Helmet
- Glasses
- Hearing protection
- Work clothes
- Access
- Card
- To facilities the new employee needs to enter
- Keyes if needed
- Welcoming the first day
Make them feel included from day one with personal greetings, team introductions, and a clear onboarding plan.
- Present the organisation the new employee will work in
- Overall Safety instructions
- Emergency exits
- Emergency meeting points
- What are the tasks that the new employee will start performing
- Appoint a mentor and introduce them to each other.
- What is the company culture
- Give a tour of the facilities
- Introduce some of the collegues by walking around
presenting them in person
Introduction Checklist
These are just examples. Make a list that is adapted to the needs in your working place.
Introduction Program
- Integration
After some time working and during the first year:
Schedule one-on-one meetings with the new employee and the manager to discuss:
1.How is the work going
2.Do you feel welcome
3.Are there any obstacles
4.Can I help you in any way
5.Do you feel safe
6.Follow up on how the introduction program is progressing
Introduce yourself
1. Ask questions
2. Match your tone to your company’s culture
3. Use positive language
4. Take advantage of your company's orientation program
5. Find more opportunities for introductions
- Training
Develop a set off educations that all new emploees need
Things needed to be covered in the introduction program
- Quality policy
- Safety
- Physical
- Emotional or psychological safety
- How to introduce yourself
- Feedback after a year
It is crucial to establish an open channel of communication where both parties feel empowered to express their perspectives and emotions, knowing that they will be heard and understood, particularly regarding the feedback provided.
Discuss how the introduction was: And genarly:
- Preparation
- Welcoming the first day
- Training
- Integration
- Feedback after a year
1.How is the work going
2.Do you feel welcome
3.Are there any obstacles
4.Can I help you in any way
5.Do you feel safe
A new Employee becomes more profitable the quicker He/She starts making a difference
Self steering teams
Self steering teems - groups of individuals who have the autonomy and responsibility to manage and organise their own work, make decisions and solve problems without constant supervision or direction from a traditional leader.
- Autonomy (high degree of independence) often achieves:
- Initiative
- Adaptability (The ability to quickly respond to new changes and
challenges)
- Innovation
- Improved productivity
- Succcess
Having a self-steering teem means that the manager can handle more members in the group (since they steer themselves) – and more motivated members.
Using Self steering teems you use several principles:
1. Empowerment:
Provide team members with the authority and autonomy to make
decisions and manage their own work.
2. Clear Goals:
Ensure that self steering teams have clearly defined goals and
objectives to guide their efforts.
3. Supportive Environment:
Foster a supportive and collaborative environment where team
members feel comfortable sharing ideas, seeking feedback and taking
risks.
4. Trust:
Build trust among team members and between the team and
leadership to enable effective communication, collaboration and
decision-making.
5. Accountability:
Hold team members accountable for their actions and outcomes,
encouraging ownership and responsibility for their work.
6. Continuous Improvement:
Encourage self steering teams to continuously evaluate their
processes, identify areas for improvement
7. Responsibility distribution
Through responsibility distribution, the team becomes less
dependent on the specific leader and more resistant to challenges.
8. Encourage initiative
Team members feel that their contribution is valuable and that they
have the authority to act. It increases their motivation and
engagement.
9. Self Leadership
The concept gives the coworkers the power to develop themselves
into the best version of themselves.
10. Increase the Flexibility
Self steering teams have the ability to quickly adapt to new
changes and challenges without awaiting instructions and
implement changes to enhance their effectiveness and efficiency.
Target steering and not detailed steering
If we manipulate or steer in detail people will give you only what you pay for
If we inspire, let people take responsibility and make them feel appreciated they will give us more than you ask for
They will give you the moon
With too detailed steering, you often lose:
- Trust – people feel they are not trusted
- Motivation – autonomy and engagement decrease- •Initiative – employees stop taking responsibility
- Creativity – less room for new ideas
- Efficiency – decision-making slows down
- Ownership – people only do what they are told
Overall, excessive control can weaken both performance and morale.
Product Development Lifecycel
Is the process of managing the entire lifecycle of a product from its initial concept and design through production, use, and eventual disposal. This approach involves the integration of people, processes, business systems, and information to facilitate the efficient management of a product throughout its life
What needs to be documented?
- Requirement and scope definition
- Concept creation and Feasibility studies
- Design and evaluation
- Prototyping
- Testing
- Production/Deployment
- Distribution and Launch
- Training and Sale Support
- Maintenance and Technical support
- Scrapping instructions
Everyone is working with the same product. Persons representing Design, Purchasing, Manufacturing, Sale, Support and many more work with the product.
A readable documentation of the product for everyone is essential.
Different organisational functions have different ways to look at the product (Function ore Parts). This causes miss communication in the
organisation
Planned are 4 workshops during Feb 2026
No cost for participating
No limit in numbers attending the meetings
Core Human Values
09/02 2026
09.00-09.30
17.00-17.30
Kindness
16/02 2026
09.00-09.30
17.00-17.30
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