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

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Richard, what does The Good People mean, 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 daily. Keeping my promises is a cornerstone, as it's what builds trust and respect.

Another important key is not to confuse the person with the performance. It's crucial to be able to distinguish between them and always assume good intentions, regardless of the role in the organization.

We really strive to be a team where each individual plays a key role in shaping our culture. Personally, I have found that by showing openness and support, 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. It's not just about preaching core values but really living by them that 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's 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' successes 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 the 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's something I am personally deeply committed to promoting and developing.

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

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

A key element is to promote 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 changes and take responsibility for both successes and challenges.

As I support our employees in their self-leadership, it is also crucial that I continue to develop my own skills. In that, I think it is important to be receptive to feedback, 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.

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