Key strategic insights from Chefdagen 2025
- Marie-Louise Cleeren
- Oct 31
- 11 min read
Chefdagen 2025, organized by Chefakademin earlier this month, gathered several hundred senior leaders from across the public, private, and non-profit sectors at Cirkus in Stockholm, diving into the most pressing leadership issues in a world characterized by geopolitical uncertainty, constant change and new demands. The conference featured really interesting presentations, interviews, panel discussions, break-out sessions and valuable networking opportunities.
I walked away inspired and energized, with new perspectives and lessons learned, both for how to develop and lead SUNMICO, and better equipped for new Interim Management assignments.
This article summarizes the most important themes and actionable insights from the event.
Table of Contents
1. Leadership in an era of crisis and transformation
1.1 Navigating high-stakes environments – Lessons from the Public Sector
1.2 Corporate turnaround and long-term vision
1.3 Leading through a media storm – The MAX Burgers Case
2. Building a human-centric organization for the future
2.1 The new talent challenge – Attracting the next generation
2.2 Cultivating well-being and hope
2.3 The power of diversity and inclusion
2.4 Fostering alignment and resolving conflict
3. Strategic frameworks for clarity and execution
3.1 From resistance to motivation – The psychology of change
3.2 A Model for strategic prioritization – Rocks, Pebbles, and Sand
4. The foundations of modern, effective leadership
4.1 Leadership anchored in core values
4.2 The importance of Self-Awareness
Executive summary
Lead in tough times with clarity and integrity: Great leadership means being clear, honest, and resilient when the pressure is intense. You must give decision-making power to the employees on the front lines, cut out useless meetings, and make sure your core values never waver. If you face a public crisis, you must find out the truth, take full ownership, and act decisively.
Build a company people want to join: Your company success depends on the people you hire. To attract new talent (the next-generation), you must offer trust, autonomy, and flexibility (like hybrid work), and clearly show them a path for growth. Research shows employees primarily want Hope (55%) and Trust (33%) from their leaders. Remember: Diversity is a reality, but Inclusion is a feeling ("Mångfald är fakta. Inkludering är känslan.") that needs clear KPIs to drive change.
Execute smarter, not just harder: Use smart frameworks to ensure focus. Adopt the Rocks, Pebbles, and Sand model to guarantee you spend time on the big, critical strategic initiatives ("Rocks"), instead of letting daily urgent tasks ("Sand") take over everything. When managing change, remember resistance is usually an emotional reaction (a feeling of loss). You must address employees' psychological needs (like Status, Certainty, and Fairness) to help them move forward.
Values are the new leadership strategy: Effective modern leadership requires self-awareness and a grounded presence anchored in core values. Embrace purpose-driven business: Sustainability is a goldmine ("Hållbarhet är en guldgruva.") and protects your brand from major risks. Finally, when adopting big technological shifts, like AI, make sure you involve employees to foster internal learning and growth.
1. Leadership in an era of crisis and transformation
In an environment marked by intense pressure, constant crisis, and fundamental change, the quality of leadership is a critical differentiator. The ability to lead with clarity, resilience, and unwavering integrity is no longer a soft skill but a core strategic capability.
This section includes lessons from leaders in military, law enforcement, and corporate turnarounds, revealing a common thread: the critical importance of combining decentralized empowerment with unwavering core values during periods of extreme pressure.
1.1 Navigating high-stakes environments – Lessons from the Public Sector
Leaders from the police and armed forces shared battle-tested principles for maintaining effectiveness under extreme pressure. Their insights offer a powerful framework for building resilience in any organization.
Clear communication of goals: With 40,000 employees in the Swedish Police force, effective communication is crucial to "get people on board." National Police Commissioner Petra Lundh's goals are clear: more police, greater efficiency, and a sharper fight against violent crime.
Abolish ineffective "meeting culture": Lundh's strategy is to dismantle bureaucratic meeting structures and insist on clear, direct communication. This enhances operational focus by ensuring teams convene only when absolutely necessary.
Decentralize mandates to the front line: Lundh also advocates for pushing mandates and decision-making authority closer to the operational reality. Empowering those on the ground leads to faster, more informed actions.
Responsibility, Clarity and Mission Tactics: General Michael Claesson, Chief of Defence and Supreme Commander of the Swedish Armed Forces (Överbefälhavare), highlighted that "Clarity", "Mission-type tactics", and delegating initiative and responsibility for execution are essential for creating a sense of pride in the mission.
Cultivate psychological safety: Claesson highlighted that organizational anxiety (ängslighet) is a significant barrier to performance. He noted that civilian organizations can learn from the Armed Forces' structured approach to giving and receiving feedback and overcoming anxiety about criticism. Feedback is a natural part of ensuring operational efficiency, allowing the organization to constantly learn and improve.
Crisis management is a leadership responsibility: Claesson, who became new Chief of Defence during Sweden's most serious security situation since WWII, operates with the mindset that he may need to use the entire Armed Forces' resources. A key focus is practicing crisis leadership and preparedness at all levels, including executive leadership and the Board.
These principles from high-stakes public sector environments provide a battle-tested playbook for embedding operational resilience and agility into organizational culture, enabling decisive action when market conditions shift unexpectedly.
1.2 Corporate turnaround and long-term vision
Patrik Hofbauer, CEO of Telia, detailed his approach to leading a large-scale corporate transformation. He undertook the company's "biggest change in decades" after an internal analysis revealed structural inefficiencies, too many decision levels, and poor business performance.
His strategy was grounded in ensuring the company's long-term survival, looking ahead to its next 175 years. This required making tough but necessary decisions based on a rigorous analysis which led to fundamental structural changes across the company's financial and country-level operations, including significant decentralization. Throughout this demanding process, he emphasized three core values: treating all employees – both those departing and those remaining – with respect, and ensuring that leadership was characterized by speed, honesty, and accessibility. He stressed that all middle managers have a responsibility to understand, accept (or leave), and implement decisions.
1.3 Leading through a media storm – The MAX Burgers Case
Richard Bergfors, former CEO of Max Burgers, shared his experience of leading through an intense media crisis. His actions underscored a set of principles vital for any leader facing public scrutiny. His strategy was to find out the truth, communicate it, and vigorously defend his employees.
Leadership actions and principles
Principle | Action |
Honesty and Integrity | Sticking to one's word and the promises made to stakeholders. |
Accountability | Refusing to blame individuals or teams internally, thereby taking full leadership ownership of the situation. |
Decisive Action | Taking clear and firm steps to address the issue, including keeping his cool while finding out the facts. He made the risky decision to fight back against incorrect news reporting, a strategy that ultimately "welded employees together." |
2. Building a human-centric organization for the future
In today's competitive landscape, the ability to attract and retain top talent, foster genuine well-being, and build a strong, inclusive culture are no longer optional extras. They have become core business imperatives for achieving sustainable success and long-term relevance.
This new reality was powerfully summarized by Anders Hamnes, CEO of Oneflow, who stated:
"Your product will never be better than the people you hire. Your ability to attract the right talents will define your success.”
2.1 The new talent challenge – Attracting the next generation
Insights from Carolin Lindström (Tierp Municipality) and Helen Jonasson (City of Helsingborg) revealed a clear shift in the expectations of emerging young managers. To attract and retain the next generation of leaders, organizations must meet three fundamental demands:
Mentorship and development: A clear and tangible path for personal and professional growth is non-negotiable.
Flexibility and sustainability: The desire for hybrid work models, flexible hours, and a sustainable work-life balance is a primary consideration.
Trust-based culture: Young talent thrives in an environment built on mutual trust and autonomy, not top-down control and micromanagement.
2.2 Cultivating well-being and hope
The link between employee well-being and organizational performance has never been clearer. Gabriel Lundström, Head of Sustainability at Skandia, shared some research showing that life expectancy and the number of healthy life years for the population are constantly increasing. Perhaps we can learn something from the "Blue Zones" in the world (areas with high concentrations of centenarians) as a model for a prolonged, healthy working life. Common factors for these cultures are low stress, a plant-heavy diet, a positive attitude toward aging, and dedicated time for socializing.
Lundström talked about the importance of organizations actively contributing to employees' health and longevity. This involves managing stress through setting clear expectations, actively promoting time for recovery and reflection, and fostering deep social connections among colleagues.
Professor Micael Dahlen of the Stockholm School of Economics reinforced this with data on the primary psychological needs of employees today. His research showed that what people seek most from their leaders is:
Hope (55%)
Trust (33%)
Compassion (7%)
Stability (4%)
Dahlen also highlighted a compelling business case for this human-centric approach, citing research data that shows the top 100 companies in the world with the highest employee well-being scores are also the most financially successful.
2.3 The power of diversity and inclusion
Aaron Kroon, CEO of Black Batman, offered a profound yet simple distinction that is key to building a truly inclusive workplace.
"Mångfald är fakta. Inkludering är känslan." "Diversity is fact. Inclusion is a feeling."
He identified the common traits of the best, most inclusive leaders as empathy (sharing sorrow and joy) and courage (standing up for core values).
While a human-centric culture creates the will to perform, its potential can only be unlocked through the strategic frameworks that provide the way, ensuring that motivation is channeled into focused, effective execution. Kroon argued that for Diversity & Inclusion (D&I) initiatives to be effective, they must be made measurable through clear key performance indicators (KPIs).
2.4 Fostering alignment and resolving conflict
Åsa Lindell (Chefakademin) and Stefan Petersson (Styrelseakademin) shared a case example of "lack of understanding between the board and CEO."
They advocated for the "Position vs. Interest" model from Getting to Yes. A position is a stated stance, while an interest is the underlying need or fear.
Focusing on shared interests allows teams to reframe conflicts from "You vs. Me" to "You + Me vs. The Problem," which builds relationships, increases understanding, and reduces defensiveness.
3. Strategic frameworks for clarity and execution
A compelling vision and a strong, people-first culture are essential, but they must be supported by clear and actionable strategic frameworks. These models provide the structure needed for effective planning, prioritization, and execution, turning ambitious goals into tangible results.
3.1 From resistance to motivation – The psychology of change
Change management expert Ylva M Andersson from Chefakademin explained that resistance to change is not a logical but an emotional response, often stemming from a perceived sense of loss, and the person is often not aware of these ”hidden emotions.” The feeling of loss is twice as powerful as the feeling when you win something.
To lead people through change successfully, leaders must address five key psychological needs, as outlined in the SCARF model:
Status: The need to feel respected and valued.
Certainty: The need for clarity, predictability, and sense of control.
Autonomy: The need for a sense of independence and having choice.
Relatedness: The need to feel a sense of belonging and social connection.
Fairness: The need to perceive processes and decisions as equitable and consistent.
Andersson identified two major pitfalls for leaders: jumping directly to a solution, which causes employees to lose their sense of ownership, and digging too deep into their emotions and resistance to change, which risks turning into a therapy session. The most important step is to listen to understand the team's concerns and involve them in crafting the path forward.
3.2 A Model for strategic prioritization – Rocks, Pebbles, and Sand
Annika Kvist from Chefakademin presented a simple yet powerful framework for ensuring that day-to-day activities align with overarching strategic goals. The "Rocks, Pebbles, and Sand" model provides a clear hierarchy for prioritization.
Start with the end in mind: The process begins with establishing a clear vision and core values. These act as the organization's "true north," guiding all subsequent decisions.
Break down the Business Plan into three levels:
Rocks: These represent a handful of the most critical strategic priorities or initiatives for a given period (e.g. three years) to achieve long-term objectives (e.g. launch a new product portfolio, build e-commerce strategy)
Pebbles: Most important activities, projects, and action plans to execute on the strategy this year, directly supporting the achievement of the Rocks (e.g., train resellers, recruit e-commerce manager).
Sand: Quarterly activity targets to guide our daily, ongoing tasks (e.g., product N launched by XX)
This model provides more than a simple to-do list; it is a strategic framework for resource allocation. By ensuring the "Rocks" are placed first, leaders prevent the "Sand" of daily urgencies from consuming all available capacity, guaranteeing that bandwidth is always reserved for the initiatives that drive true long-term value.
These strategic frameworks are brought to life by leaders who operate from a strong set of foundational principles.
4. The foundations of modern, effective leadership
Beyond strategic models and operational frameworks, the most effective leadership rests on a foundation of deep self-awareness, deeply held personal values, and an unwavering commitment to a purpose greater than profit alone. And we can’t ignore that AI represents an major technological shift that will impact people, processes, products and services, and how we do business.
4.1 Leadership anchored in core values
Anna-Karin Hatt, Leader of the Center Party, emphasized that a modern leader needs a "low center of gravity" – a stable, grounded presence that comes from being securely anchored in one's core values. This internal steadfast compass allows a leader to remain resilient and clear-headed amidst turmoil. She argued that for the most critical decisions, ensuring the right outcome is far more important than achieving speed. This patient, values-driven approach builds trust, and reinforces the understanding that it is ultimately the team, not the individual leader, that achieves the results.
I was saddened to hear the news that she shortly after the conference decided to resign from her role as Center Party leader due to the escalating hatred, threats and personal attacks she received. This is a vile threat to our democracy.
4.2 The importance of Self-Awareness
Two researchers from the Royal Instritute of Technology (KTH) and University of Hertfordshire, Simon Elvnäs and Åsa Lundquist Coey, highlighted a definitive shift in leadership styles. The traditional 'command and control' model (I lead, you follow) is now a strategic liability. Modern leadership effectiveness is directly correlated with a leader's self-awareness and ability to navigate complex relational dynamics. Micael Dahlen from KTH added a fascinating observation: leaders who emerge during economic booms tend to be more narcissistic, whereas those forged during recessions are often more empathetic (”we in this together”).
4.3 The future is purpose-driven
Another theme from the conference was the rising importance of purpose-driven leadership and sustainability as core business drivers. Jesper Brodin, CEO of Ingka Group (IKEA), made a bold declaration:
"Hållbarhet är en guldgruva." "Sustainability is a goldmine."
He argued that failing to transition to sustainable business practices is no longer just an ethical lapse but a significant brand risk. He provided tangible examples of this strategy in action, such as investing in renewable energy, developing renewable materials, and reducing emissions across the transport chain.
This sentiment was echoed by Malin Söderström of Operation Smile, who spoke on the power of partnerships. She explained that the most effective and enduring collaborations are those where both parties see a common purpose and shared value, creating a powerful engine that contributes positively to both society and the bottom line.
4.4 The role of AI
Magnus Blomberg, CTO of Nordlo, provided concrete examples of using AI to drive growth. By building an internal "NordloGPT," the company can now respond to tenders in 2-3 days instead of weeks, and answer support questions faster. The key to managing this technology shift and new ways of working is to involve employees and create conditions for internal learning and knowledge sharing.
Conclusion
The overarching message from Chefdagen 2025 is unequivocal. Successful leadership in the years to come will be defined by a dynamic synthesis of human-centricity, strategic clarity, and an unwavering commitment to core values and purpose. In an era of profound change and persistent uncertainty, it is this blend of qualities that will enable leaders to not only navigate challenges but to build organizations that are resilient, innovative, and truly built to last.
Text and photos: Mimmis Cleeren, CEO, SUNMICO
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