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Making things happen is key  

Leading a corporate and leading a political party have many similarities. According to Anna Kinberg Batra, the ability to make things happen is the most important quality a leader needs to have – but the situation is complex.    

“Leadership is both more difficult and more fun today. Leaders have to earn trust and show clear direction. At the same time, they have to be quick on their feet and prepared to reconsider decisions along the way,” says Anna Kinberg Batra.  

Corporates need to act at the societal level  

Business leaders and politicians have a great deal in common, but they also have much to learn from each other. Anna Kinberg Batra says corporates need to understand that they are part of something bigger and to act at the societal level.  

“Many CEOs of listed companies undervalue the fact that they’re part of an entire industry and that their actions affect society at large. When I was a politician, I received requests for legislative changes from big business leaders, but they didn't explain why it was important for more people. That’s a waste of time.  

On the other hand, politicians also need to be inspired by business leaders. According to Kinberg Batra, the most important thing is to have the courage to make decisions.  

“Politicians would do well to think more like entrepreneurs, but that is easier said than done. A party is a slower organization, but leading a changing society requires entrepreneurship to be able to make the right decisions.”  

 Strive for dynamic boards  

Finding a path forward for what is best for the company is the most important task of a board. Anna Kinberg Batra has only recently become involved with board work, but a clear insight is that it is easier to bring about change in owner-managed companies that have a tradition of bold decision-making. Such conditions are also created by a group with personalities, qualities and experiences that complement one another.  

“We still see complete caricatures on boards and management teams. White men who already knew each other are culturally dominant. I think that very homogeneous boards have a narrow view of society.”  

This is not a description of the boards on which Anna Kinberg Batra serves. She works on well-composed groups in which the members complement one another, with different incentives and backgrounds. Ideas are workshopped and thoroughly tested before they are either chosen or rejected.  

“I wouldn’t want to work with a group that was too homogeneous. It’s possible that I wouldn’t be included either, because I belong to the underrepresented gender.”  

Different opinions are a strength  

 A board should be made up of different components, but for the best dynamics, there should also be a variety of opinions. As a leader, you need to have the courage to surround yourself with and be exposed to people who speak up with contrasting ideas.  

“Good leadership involves challenging yourself and being challenged. I tend to argue with the people around me because I don't feel comfortable in a group where everyone is just nodding; that actually makes me nervous. You will get better results through exposure to different perspectives, by engaging with them and then coming to a joint conclusion.”