Anna has been a manager for 25 years. She recently left the Swedish Film Institute after 10 eventful years. During these years, Swedish film has become both digitized, more gender-equal, and achieved unprecedented international success.

For several years, you have been the CEO of the Swedish Film Institute, an organization that safeguards the importance of culture for society. What impact does culture have on the business world, and what values does it add?

Culture has an impact on people, and people build both the business world and society. We humans function best when we are allowed to be whole people, and that includes that sphere. If we see a film after work that makes us feel something or think something, we will come to work and share it with our workmates. We talk and get to know each other, and that is part of a work culture. It does not need to be made more remarkable than that, because today all managers know that teams that have confidence in each other perform better. And we also know that new perspectives on old questions create new solutions. There is no direct impact, but an indirect one. If we had no culture, people would have less "food for thought", and without new inspiration and new perspectives, it is difficult to be creative. And without creativity, development stops.

You have solid experience in board work and sit on several boards for companies in various fields. We come into contact with many young leaders who are aiming for a "board career". What advice do you have for them?

I think you should think about what you want to get out of board work. It is important that the board and the operational management understand their roles, and many believe that there is much more operational work on a board than there actually is. My picture is that the best thing is to first create solid operational experience, so you can provide good support to a business management. It is that experience that is needed on boards, and it is that which makes you get the question. Networking, preferably outside your usual circles, is important. You have to tell people that you exist and that you want to, and you have to do it to someone who has the right conditions to be able to tip you off. So simply, preferably networking meetings for board recruitment, but even better go to other mingles and meet people you should not compete with for a board position but who may have a position to offer.

How would you describe your own leadership style?

I am a focused and value-driven leader who leads through my managers. Maintaining direction but having confidence that the path does not always look the same for everyone is important to me. This means that I develop vision, purpose, and goals together with my managers. Then I follow up that they lead and develop their businesses so we stick to the plan. It is about engaging, listening, and supporting, but not so much about controlling.
Then I like to have fun as a leader, so I try to create environments where you can relax and laugh together. See my answer under question one, how culture affects the business world. I have taken the entire staff to the theater, and then we have followed up with a joint conversation. It was much appreciated. (At the Film Institute, of course, a lot of film was already included, otherwise I would have suggested it. Not give a gift card, but about going together!)