Lederintervjuet
I worked too much and was a bottleneck, ” says Cecilia Noble (37), who now is the chief financial officer in Rate Elixia.
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– chief financial officer and part of management group in the Rate Elixia you will have responsibility for over 150 gyms throughout the Nordic region. What is most challenging about it?
– It is a challenge to balance the advantage of being a large chain with standardized products, and large financial muscles, and it not being for tungrodd and bureaucratic to that one kills the ability to adapt quickly and be innovative. We must be able to adapt to the local markets.
Name: Cecilia Elde
Position: the Chief financial officer in Rate Elixia
Born: 1979
Family: Husband, three children and a cat.
Education: Economics and business administration BI Norwegian School of management
Lederkarriere: Management positions at Netcom, Tele2 and Rate-system.
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– What properties are essential for a leader to have success – both in business and among the employees?
” I think the role is changing, and that the time in which one could only be a leader, is past. You need to be able to something, so that you can help to do the job. You must have commitment and be able to enough about the business to be able to drive with the development. I was, for example, training instructor before I had kids, and having been out there where the product is created and delivered, has given me valuable knowledge and insight in my job. It also opens up for that I understand better when the employees out in the treningssentrene talking to me about the problems and challenges.
– What is the most difficult situation you have been the leader in?
When I was fresh in the role, we should implement a new it system in the department. It had lots of problems and led to lots of errors. My job consisted in to motivate the employees who set the whole day and took the phones from frustrated customers. It was very challenging. But I learned quickly the value of hard, systematic work and a good portion of gallows humor when things are at their worst. It solves the most part.
this Year’s first months is the peak season for treningssentrene with many, new treningsfrelste members. But a number of falls of after a short time. What can you do better to avoid it?
– Yes, it is bad business when people fall off. Passive members are the customers that are on the way out, and it is more expensive to get them back. We must make it easier to succeed with the training, through inspiration, service and a wide range of products. We also introduces a new medlemsstruktur. The idea is that people only pay for what they use.
– Something with the role, you should have been besides?
– No, but I have learned a lot in the years I have been the leader. Early in the lederkarrieren I worked very hard and not very smart, I used for example much more time to try to resolve issues on their own instead of involving the team. I worked too much and was a bottleneck. But a wise man told me that it is important to not deprive others of the joy and the coping sense one gets of the to solve problems. I have taken to me.
As the 29-year-old did you get your first sjefsjobb, then as finance manager in Rate Norway. What is your best tip to the young lederspirer?
– To be less concerned about it to become the leader, and more concerned to do a good job. Also, work smart and learn to prioritize and delegate. Everything need not be perfect to the smallest detail, often 80 percent is good enough.
– Are you really committed to exercising?
It is enough so that I need a little extra push to work out, so why is it any time with a personal trainer. I have recently started tennis and have been bitten by the bug. It’s fascinating fun to run after the yellow ball, and I don’t know why I haven’t done it before.
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