In his first year as CEO was industry veteran Harald Norvik lonesome as CEO. Now he wants to help others to become more confident in the leadership role.
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Name: Harald Norvik
Age: 68 years
Current: Mentor in CMI
Background: After graduating as an MBA from the Norwegian School Handelshøy Harald Norvik
group-Secretary of Labor and parliamentary private secretary to the Prime Minister.
In 1979, Norvik State Secretary Ole and Energy and in 1988 he became group chief by Arve Johnsen. The Ap-past got Norvik great influence over the design of the party’s oil policy. In addition to the top job in the group got Norvik directorships in NHO, Orkla and SAS.
Norvik set as group manager for over ten years before a billion overruns on Åsgard tore him down from power peak in 1999.
With him on the trip got Norvik a large severance package of 29 million. It was described by some as a “backpack of shame.” Norvik was later pressured to give up ten million.
Norvik to leave this role for SAS in 2001, when it became known that SAS had had an illicit cooperation with Danish Maersk Air.
Norvik was also chairman for TV 2 from 2000 to 2005 and has also been Chairman of the Oslo Stock Exchange. He has also been Chairman of Telenor ASA from 2007 until 2012 and were up until August 2014 Chairman of the publisher Aschehoug.
Have currently a director of Petroleum Geo-Services ASA, Umoe AS, Havgul Clean Energy and the Future Investment Group.
Norvik has for years served as a mentor for other business leaders. He has helped Anita Krohn Traaseth, Head of Innovation Norway.
– It can be terribly lonely to be senior. Even if you have a large organization around them, there are many issues that can not be discussed with colleagues or Chairman. You must take responsibility for yourself. It requires a strong psyche.
Harald Norvik crosses his legs in leather chair. On the other side of the office windows at Aker Brygge is the view of the Oslo Fjord to Skyline. Industry leader has political leadership experience as Undersecretary of Labor in MPE. He has also been CEO of Statoil, a position he held for over ten years before a billion overruns on the Åsgard field led him to retire in 1999.
– When I look back to my time as CEO Statoil, so I think I’d have benefited from having a mentor. I had been served by discussing the lead role with a person who has made mistakes and who knows where the shoe pinches, he said.
– I had taught myself better to know if someone could mirror me and told me the weaknesses I had to work with. On them the way it had been easier to avoid all stumbled advice, he continued.
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International mentor program
Norvik is one of 45 mentors from 13 countries affiliated with the London-based mentoring organization CMI. The mentors have extensive experience in senior management and board positions, and has served a total of 353 listed boards across 23 jurisdictions. Since its inception nine years ago CMI has had 150 mentor assignments in ten European countries. The program is aimed at experienced business leaders who need sparring partners to evolve to become better managers.
– Many of the participants are leaders intended for even greater responsibilities within the company, and will prepare for the transition, says Elin Hurva partner in CMi.
A common theme during mentoring conversations is how to deal with crises and conflicts in the workplace.
CMI is an abbreviation for Chairman Mentor International.
The organization is based in London, and was created nine years ago by Krister Svensson.
Have 45 mentors, primarily from Europe, all with the Chairman of experience from large, global corporations.
CMI provide mentoring to all industries and economic sectors.
A mentor course can last from a number of months to several years.
partner page are international leaders Ignacio Gasset Anna Joseph, Tor Krusell Bengt Lejsved and Norwegian Elin Hurva.
Among the prominent mentors are: Dame Helen Alexander, Dr Göran Ando, Daniel Bernard, Sir Winfried Bischoff, Sir Peter Bonfield, Eric Bourdais de Charbonnière, Sir Richard Broadbent Gunnar Brock, Sir John Buchanan, Dame Alison Carnwath, Sir Roger Carr, Dr Bertrand Collomb and Dr Pascal Colombani.
Norvik During his career ended in more demanding kite battles both as CEO and Chairman. In 2012 he was fired as Chairman of Telenor after a long conflict with the then Industry Minister Trond Giske.
– Most managers fall into acrimonious disputes that must be resolved at some point in their career. It may involve conflicts at work, or conflicts between work and private life. My task is thus to make the person more confident in the role. They must know themselves well to weather the storm, says Norvik.
He points to the cost cutting, restructuring and downsizing processes other issues in mentoring conversations.
– Making the decision to cut or downsize is not necessarily difficult, but it is often the implementation of such processes that distinguish good and bad leaders. The process must be gentle, and you must show neatness and “fairness.”
Confidence crucial
Norvik is currently mentoring five participants in the international mentoring program. He believes that trust is a prerequisite for the program to work. The mentor acts as an independent sounding board – not an advisor in specific subject matters. You have to have long business experience and be curious about people. A mentor should be personal but not private. Challenging, but not bothersome.
– It’s not always so easy not to have an opinion on individual cases, but I try to avoid it. I am not a consultant or an adviser, I am an independent interlocutor. With me, the most high-profile executives be small and vulnerable. Although there are companies that engage us, we do not report to the company.
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OSLO: Odd Arild Grefstad, CEO of Storebrand ASA, has been through CMI mentor program.
– When I was appointed CEO of Storebrand in July 2012, I had extensive experience as a manager for large businesses and as CFO, but this was my first senior management role. I got the opportunity to work with two very experienced, international mentors, Franz Humer Chairman of Diageo and Roche and President of INSEAD and His Dalborg from Nordea – both with extensive international management experience, says Grefstad
– What did you learn?
– I did use their insight and wisdom while I made my own agenda – both were proactive and challenged me to consider different aspects of myself and senior leadership roles. program helped me set up the pace of change in Storebrand in my first year as CEO .
OSLO: Michael Treschow, Swedish industry veteran and mentor, said the transition from CFO to CEO is challenging for many managers.
– You go from having responsibility for a sector or division to be responsible for all operations. On top of it all, one is much more visible externally and must deal with the media attention, says Treschow.
Michael Treschow started his career at Atlas Copco AB 1975, and became CEO of the company in 1991 In 1997 he was CEO of Electrolux, a position he held until 2002, he currently has a number of chairman positions, including companies such as Supervisory Board of ABB Ltd, Knut and Alice Wallenberg Foundation and Royal Academy of Engineering Sciences.
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