Learn more about Jesper Jørvad, Market Director in Mannaz.
As a business psychologist with management experience and more than 10 years of consulting experience, I help organisations and individuals move complex situations forward. In my daily work on projects, I often find myself balancing between the curious and facilitating consultant role and the directive and expert role. I strive to inspire and give tools and methods to managers while prioritising the need for the individual to “find their own way”. I believe that every change finds its use and success from being embedded in the company culture and in each specific context.
What do you do in Mannaz?
I have more than 10 years of experience working with strategic enablement, individual coaching, leadership team and executive team development as well as a broad range of leadership development programs aimed at changing behaviour.
What motivates you?
When the way forward is ambiguous, the people are skilled and engaged and there is something at stake, that’s where I am motivated.
What is your greatest accomplishment?
I have worked with many kinds of organisations and projects over the years and it is hard to choose only one. If I were to choose one project I have been proud to have led and carried out, I would highlight a project for one of the top 5 banks in Denmark I did a couple of years ago. In the years following the global crisis in 2008, the bank needed to change its strategic course. Being a very value driven organization they decided to redefine their values as a way of changing culture and business. Together with an executive sponsor group, I defined the change program and activities needed to redefine the values, and engaged the organisation in how to create value through the new set of values. 10% of staff as well as all managers (+200) were directly involved. The real accomplishment for me was the impact the project had. The new values became meaningful across the organisation as a way of improving business, collaboration and communication as a point of departure for new behaviour.
What mistake have you learned the most from?
Working with people and organisations under conditions of change, I recently had an expensive lesson in a leadership team project. Having worked with similar projects for many years and knowing that the organisation and scope of the project was about to be completely redefined, I simply underestimated the need for having tangible physical materials like a project plan, leadership values, overview, etc. to hold on to. Entering a project meeting with the expectation of defining the road forward together with the customer, I was surprised to meet a high level of tension and frustration, which was due to the lack of “materials”. So, I learned that when the landscape is changing and the direction forward is unclear, remember to bring a map. It does not need to be the most current, detailed or exactly the right map. But you need a “map” to help you create meaning and define small action steps going forward.