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 entails is Henrik Pettersson. He was given just over 12 months to wind down an entire company with 300 employees during continued operational activity until the last day.
Read and be inspired by how Henrik managed to carry out a sound winding-down, while at the same time getting all employees on board with maintained energy and forward momentum.
What qualities and skills in you as a leader made you succeed in implementing this tough change?
First and foremost, my attitude to change, I like change! Daring to think new and differently and then spreading 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 effort to turn this into something positive contributed to our "success" to the highest degree. Related to this, I forced myself to a greater extent, fully, to trust employees and staff. Daring 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 in 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 different colleagues' behaviors/reactions contributed to the highest degree to creating understanding and participation.

What were the most difficult challenges during the process?
The balancing act between leading the staff with demands and clarity while trusting the individual's ability to make their own decisions and to act independently. Shifting gears and being on the edge with active coaching when you know that everyone already knows that they will quit on a certain date. Personally also to really guide everyone through all the steps of the change cycle and adapt the leadership to how the different individuals reacted. In addition to the direct leadership over the staff, it was also a completely new situation to handle 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 with managing relationships and entered agreements and subsequently terminating them.

What was it that mainly made you succeed with such good results?
Clarity in the change goals, the journey there and the importance of everyone being on the journey. Communication and openness throughout the process. Repetition of message, strategy/goals and creating recognition during the journey was really important. We had nothing to hide, but there was full transparency in all stages that applied. 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 setting the flag at the top, with clear result goals and quality measures along the way. Am in retrospect 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. To create fun and interesting events and give appreciation for good work. Small things like joint breakfasts, training/lectures and showing that we invested in the staff even during a winding-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?
Partly to reflect on whether you yourself are dedicated and "all-in" for the journey. If you are, you should really think through the strategy, the plan and the way forward before you start. For me/us, we early on took advice from professional partners who had similar experiences from before. This helped us to make a good plan and end up right from the start. Our communication plan with full transparency at all levels and a 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 work. Be selective regarding key people and invest heavily in some that you trust and who can be loyal to you/the company during the journey. When both the plan and the staff (key people) are in place, then run like hell!

Clear change goals (eg "end with the flag at the top", "follow laws and regulations" etc)
Well-developed communication plan from first information to last day
Repetition and recognition. Very important to create security through repetition of purpose and goals.
Identify and connect with key people who are with you throughout the journey