New frontiers of leadership

Next Generation Leaders: Extend your responsibility limitlessly, if you are willing, you can respond to everything; install a triumphant feeling in your team, and make them deliver courageous and amazing results.

New frontiers: Pave the way for a limitless leadership practice, that takes teams to victory the first time every time. A practice which helps people achieving their goal – creating the best possible value added. A practice which supports people improve their lives, and make them reach a mastery work standard so high, that it creates an edge for them and a monopoly for the company.


The Next Generation Leaders

Let me make one thing clear: The managers and leaders of today’s businesses, raise the next generation leaders and managers unconsciously, regardless of what they think or believe or what they do.

My observation in that respect is that the leaders and managers of today have spent more time reading the user’s manual of their smart phone than they have devoted to reading the user’s manual of “Developing High Potentials,” not to forget the user’s manual of “Developing a Team.”

It is also my observation that the vast majority of leaders and managers act like believers, convinced that they have innate abilities to develop the next-generation leaders, and when it comes to teams, they believe they know how to grow any team into a world-class team, all with a “no problem” attitude.

It is a scientifically proven fact, that a young person’s first leader/mentor is likely to be the most influential, in his/her future practice of leadership/ management in that person’s entire career. What you chose to do or not, will mainly find its expression whether you, as a mentor, is aware of it or not.

The outcome of virtue and quality of the young high-potential depends solely on the result expectations, greatness and quality that you, as a mentor, is willing or unwilling to expect/demand from the young high potential.

Humans are highly responsive to the environment they are a part of but whether this is a good or bad thing, depends on the environment. If the environment is one, where overachievement is the norm, then they will adapt to that, and vice-versa.

When you encourage high-potentials and give them the permission to shine, demanding very idealistic outcomes, the high-potentials will unconsciously take their capability to the zenith of their potential and exceed expectations. But the executives have to create that environment – business culture – in the first place.

If you are less demanding – this is what you get, and you might end up making them worse, because you treat as a believer, knowing what is possible and what is not, based on your convictions formed by your own, may be less demanding, background. The high-potentials will set lower standards than they are capable of achieving, and their self-efficacy will be impaired, and they will take a wrong path, developing negative results expectations, towards you as their mentor, the job, the company, career e.g.

Therefore, I suggest that you, make a clear and conscious development process with highly demanding result expectations, and with very idealistic intentions, attitudes, and behaviors, and commit yourself 100% to that plan. The high-potentials will throughout the training, develop a triumphant feeling, and the vision and confidence for success will raises, which often brings success along with it.

A believer has an unconscious mind process going on, recycling what he/she already knows. There is no room for ideas, change, and innovation. A believer holds a concept that guides his/her vision and judgment – what is right and what is wrong, what is good and what is bad, what convictions, attitudes, values, behaviors, a young woman/man ought to have or shouldn’t have, etc. All you need, being a believer, is a conviction, your intellect will frame your identity, and your willpower does the rest. Being a disbeliever – not believing what you just read – will not bring you any closer to the positive result for the high-potential.

The alternative is a conscious process “learning by doing.” Means the mentor being a seeker, train the high potentials with an open-ended approach, giving the liberty to contribute using their full capability, where they can make the greatest contribution. You have a “don’t know” attitude, and initiate a sensemaking process – an adaptive behavior in which understanding and experience shape each other. You deliver data and facts and let the high-potentials think by themselves. You ask high-quality questions. The better questions, the better answers, the better insight, the better high-potential training process.

Developing high-potentials is a demanding training process that takes a lot of effort, energy, human understanding, and regular check-in meetings every week over a period – years, if not decades.


Reality is different

To drive a car, you need a driver’s license, which includes theory and 20 – 30 hours of practical training driving a car. A medical doctor studies medicine at a university for six to eight years and adds another five years of experience as a trainee before having the license to deliver a diagnosis to a patient. An airline captain has 12 – 15 years of experience and a big five-digit number of training hours to obtain a license to fly an Airbus 320-800, and a master, sailing one of the big container ships, the same. Even a carpenter need professional acumen and training to do his job.

By the way, a diploma from any business school is not a license to lead a team, a medium size, or big organization. It is a certificate that proves you have an all-around administrative business acumen. But one thing is your ability to read a sea-chart, another thing is, the capacity to master, sailing a ship. The exact difference is the difference between an administrative Staff Officer and a Combat Officer at the front. Means you need practical training leading people from where they are, to a place where they have never been before – means literally into the unknown, either physically mentally or both.

The greatest challenge in business today, and into the near future, also turns out to be the biggest weakness among all, and it is; a “spotted talent” who gets promoted overnight. That applies to any leadership and management position, including becoming a CEO, all with poor or no preparation at all, not to mention a license to lead people. This situation happens every day, every hour, and probably every minute – globally, which is doomed to fail.

I am sorry to admit, that reality proves me right. Regarding 80% of the largest 3.000 companies worldwide failed more or less miserable, according to a McKinsey article published in October 2013 ( business-functions/strategy-and-corporate-finance/our-insights/the-strategic-yardstick-you-can’t-afford-to-ignore).

Among the biggest 3.000 companies, globally, 20% added value to the GGP – global gross product. The next 60% did not add anything significant. The last 20% had not only a dramatic deficit but a traumatic one, business misery in its ultimate expression.

I am surprised, bewildered, perplexed, and confused. Who spotted the talent in these leaders and managers? Who evaluated them as able to take the right decisions and execute wisely and with high awareness? Who consequently detected them as competent and talented managers and leaders? Who did that? Can you imagine one of these executives, SVP or VP’s being your first mentor? What a scary scenario. How do you know, that this is not the case? Don’t waste your life.

Everyone who recalls the professional business history and those who have a minor insight into UCR Professor Robert Rosenthal’s 40 years of research knows that assessing someone’s skills, performance, and personality traits, with the aim to spot an individual’s talent, produces inconsistent data. Despite how skilled you are as a rater, opinions from your social background, are projected into the assessment of anyone you are about to rate. Period.

Turning up the power on your desk lamp will increase clarity working at your desk. Turning up your awareness will create clarity in your mind; direct your awareness to the McKinsey article one more time; 2400 top-executive teams, probably most of them with an adult education in business, lost their way in the business world. Add to them, all the SVP’s and VP’s, and what have you. The numbers of leaders and managers involved in the misery are devastating. The fact that all of them decided to keep quiet and stay on for years is unbelievably surreal; not even Salvador Dali could have painted a more surreal event. These situations count for a change and is a not-so-easy-challenge for the next generation of high-potential leaders.


The solution is a not-so-easy challenge

Times are changing, and so are the things that happen in our digital world. Through this, business opportunities in the future will be very different from what is common sense today, leading and managing a business. Today’s high-potentials must, therefore, be able to identify the untapped opportunities, their companies will pursue, and mobilize the entire organization’s awareness and collective business consciousness around that future scenario.

It will probably also call for the next step organizational evolution. When we organize jobs in a network of floating teams, we need to experiment to gain new insights and knowledge. The next generation high-potential leaders, must test and figure out how this is functioning in practice, and what it demands of the people involved, and especially how the digitalization will be able to support the next step forward.

Every human being has potential to grow, but not everyone, not even every person with leadership capabilities, has the potential to lead an organization in the near and distant future, based on the observations above. That is not an easy task. An organization is probably the most sophisticated organism ever created by man.

It is by now clear that enterprises might need to be transformed more than once in the tenures of successful leaders. All executives, managers, and leaders shall exhibit new characteristics, which the current generations obviously did not have or did not feel that they needed.

What makes an organization survive for centuries is the quality and gravity of leadership. Leaders who have a laser sharp focus and who use high-quality thinking pave the way in the right direction, but thinking does not deliver results; only execution does – experiment and learn by doing. Do not make more plans; they just sugarcoat any other’s assumptions, and nothing will happen. Involve the high-potentials next to engineers and statistics – Gallup might be a good idea. Do not engage “believers,” engage “seekers.” Otherwise, you get stuck and lose your conscious intention one more time.


We need high-level awareness

We need a rating system that spots high-potential leaders based on valid and reliable data, facts, metrics, and verifiable information.

We need a new generation of leaders with a higher perspective on a wider map of human understanding. Please, no more assumption books or reports; only facts, data, metrics, and information based on insight from real business and life experiences.

We need a new generation of leaders, with a perceptual acuity and with an intensive awareness, a leader who apparently “sees” how the industry is evolving for at least a decade ahead or better – 20 years.

We need a new generation of leaders, who are seekers, not believers; leaders who seek solutions and find what they need to make things happen for the company, the teams, and the people to evolve.

We need a new generation of leaders, who understands the concept of the ecosystem wherein the company operates, and who can make a profit for everyone involved everywhere. We need leaders with a “change the world” mentality.


What the Next Generation Leaders ought to be like

We want the next generation of high-potential leaders to act like humans with real exceptional knowledge obtained through experiments, experiences, and learning from all aspects of life, remarkably energized, and physically, mentally, and emotionally in balance.

  1. Who can position people with amplified mastery strengths, where they will make the greatest contribution for everyone involved.
  2. Who recognize, see, fuel, and innovate people’s lives through liberty, which is both the right and the obligation to contribute where they can make the greatest contribution.
  3. Who effortless overcome significant challenges releasing every ounce of energy with the intent to turn any team into a World-Class team.
  4. Who enjoys working in a network, together with other professionals, in a kind of team of teams’ organization, where authority, power, and influence, are based on insight, real knowledge, essential achievements, professional competencies, and results.
  5. Who gives liberty to people to check-in and check-out of tasks, using their strengths only, working in a team that delivers high-quality work only, with the attitude that their best performance ever, will be the next.
  6. Who take the initiative, “by running towards the fire,” gaining ideas, new insights, and innovate everything and everyone everywhere.
  7. Who in cohesion with their team, rate team performance with high precision, fuel individuals, and the team encouraging the team to continue to deliver significant achievements continuously.
  8. Who install, a complete synchronizes business culture, where everyone with enthusiasm sing from the same hymn sheet in unison.

We want the next generation of high-potential leaders to become those who deliberately and sharply stand out as people grounded in professional skills and human capabilities that surprise the right people and inspire the rest.

We want the next generation of high-potential leaders who effortlessly overcome any workload and go beyond the possible, limitless in attitudes and behaviors.

We want the next generation of high-potential leaders to be able to set up the big picture and, at the same time, hold a laser-sharp focus on details.

We want the next generation of high-potential leaders to be utterly obsessed with creating a monopoly based on an extreme work standard and, therefore, only compete with themselves and rarely with someone else.

We want the next generation of high-potential leaders to behave like seekers who can say, “I don’t know,” who are focused, humble and modest, who operate with high ethics, strong morals, and elegance.


New Frontiers

The KF Andersen’s way developing a robust practice of personal-leadership, team-leadership, and business-leadership

The aim, the tasks, and development processes are different and depend very much if you are developing a high-potential personality, a high-potential team-leader, or a high-potential business-leader.

I have over the last 35 years, been in front of more than 16.000 people, in one-to-one interviews, discussions, mentorship situations, and training sessions with teams from anything between 6 and 50 people at a time. My high-potential human understanding evolved exponentially, and so did my team- and business acumen.


High-potential business acumen is all about intactness.

Companies don’t die of starvation; they die from indigestion. Therefore, it is within the responsibility of the CEO is to make visible the reason why does the company exists, turn peoples focus in that direction and make the entire organization stick to that. My biggest eye-openers in the last ten years were three particular moments of truth.

First, my awareness revealed, that every business has an ecosystem which has an impact everywhere, even on a global scale.

Second, when it became very apparent to me, that the profit a company generates belongs to all stakeholders involved in keeping the business running, not only the shareholders but every stakeholder.

Third, when I suddenly realized that the task of a CEO is to maintain the business. It is not to take care of the executive team; they have to take care of themselves. If they cannot figure out how to do that, it is a different discussion.

The task of the CEO is to make sure that the business continues perpetuity. It means that a CEO has to be revenue focused, including anything that correlates increasing the revenue – marketing, sales, innovation, M&A, and stakeholder relationship responsibility to everyone around the company.


Regarding high-potential team leaders, it is all about inclusiveness.

Teams fell apart caused by ignorance, not by practicing integrity, too much relationship responsibility, involvement, and compassion.

First. A team leader has to set up a vision and set up a shared responsibility structure where everyone knows the commitments from others, understands the “game,” and next turn the team into a World-Class team.

It is intentional that I use the word team, because leaders who have a group of people running around them and treat teammates as individuals, they are not team leaders. They don’t take the responsibility to turn the bunch of individuals into a team where every job depends on each other, and the final result is a mutual responsibility executed in cohesion.

Based on my observations, the vast majority of so-called team-leaders are big egos. When you get married, and when you have kids, you have to give up your identity for the well-being and the pleasantness of your family. It is never about you anymore. You have to surrender for a higher purpose outside yourself – your family – and re-evaluate your old beliefs assumptions, and opinions. Everything is now about your family, and it is never again about you. The same applies to being responsible for a team, your intentions and interaction are only for that team. You have to take up your human understanding. Begin with yourself.

Second, you have to turn up your awareness and gain clarity. In reality, in how many teams do you play an active role? OK, your team – right. Next, you are a member of your peer’s team – got it? Furthermore, you are a team member of the department-team together with your boss and colleagues. That is three teams where you are supposed to play an active role. Surprised? You got three jobs for the benefit of one – what a bonus! So, you are obviously meant to benefit yourself by adding value to the company, benefitting everyone in the three teams. That is probably a surprise for you, but never the less the reality.

This kind of high-quality thinking and the demanded correlated actions will turn you into a team player. What is the consequence of this insight – for you? Please remember. As a team leader, you are a company-man/woman, and not a Boss or colleague hater.

Now you probably better understand why I wrote above, that the executive team has to take care of themselves? It is not the job of the CEO he/she is busy with his/her “own” revenue business.

One insight is crucial; if you are not the best member of your three teams, then logically, none of the three teams can be the best team in the company. You don’t need to ask for, what comes next, you are already deep into it – far above your head.


Being a high-potential individual is all about integrity, prosperity, and well-being.

There is a balance between physical and economic results on the one side, and on the other hand, mental enrichment, pleasantness, earning the love of your family members and earning the respect of your friends and colleagues, not to forget the respect from the local society.

Individuals, who have high potential, are people who can lead themselves toward whatever they need and want, involving their will, are emotionally engaged and fully compassionate about what they do. All this to an extent where they are willing to make personal sacrifices to overcome significant challenges, and finally touch the zenith of their potential. Sacrifices are necessary when executing self-imposed restrictions on one’s behavior, attitudes, and commitments.

Furthermore, there is a significant correlation between the background of the high potential and their intellect, their personality, emotions, creativity, and their innovative entrepreneurial attitude toward everything and everyone everywhere.

These high-potential individuals develop their mind. They have an extreme energy that energizes everyone; they use their emotions intelligently, are mentally reliable, and with good health.

When you experience your life as it is, without any distortions, then you are at YOUR-BEST-SELF, then you will experience the leadership practice as effortlessly. As long as you don’t feel the effortlessness, you still have a way to go to reach YOUR-BEST-SELF at the zenith of your potential.

Being tired and feel exhausted, means your vision is blurred and your judgment distorted, you don’t see the picture of how things are in sync around you. Like it or not, is not an issue. There is only one direction out, and it is to raise your awareness, expand your inclusiveness, and gain insight through personal experiences. Awareness is your accelerator for more clarity.


You are one of these high-potentials – right?

Or do you want to become one? The layout of KF Andersen´s effective training programs, are designed for you who want to make a difference, benefiting yourself by adding value benefitting others. People who don’t add value to life, are undermining the well-being for everyone everywhere.

I do look forward to welcoming you at one of the most engaging training programs – globally. When you walk away from any of our training programs, you will have a plan how to create value for everyone everywhere from now on to perpetuity.

Italy, July 2017

Siegfried W Andersen

 Like to know more?  SMS +45 4042 9017 and I will be with you in two hours.

Twitter: @0744swa. Messenger: siegfried.w.andersen

E-mail me at, and I will be with you in two days.

Renew your legacy – go for VICTORY.

Instantly take the lead, demonstrate attention and great response ability. Invigorate responsibility for everyone and everything across the organization and elsewhere towards all relevant stakeholders.

Responsibility is being, how you respond to challenges reveals who you are. Therefore, extend your responsibility towards the highest level of being, respond with attention, alertness and absolute intensiveness to any events situation and people. You are on your way to victory.

You will experience that big challenges, become boundaryless, burden free, in bonus absolute liberty. This attitude and behavior is a tough character builder – your response ability uncovers and sharpens your personal strengths, thus your leadership style, your name pops up at any senior management meeting, and they have great surprises for you, a prosperious future.

Correct, you can’t wait?

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What it takes to become a great leader

What do you like to know, about the fruits of our training program – Master of Business Leadership?

We have designed a triathlon – yes an IRONMAN of business leadership. All three programs are anchored in a solid proven practice and a wide range of successfull experiences and insight.

  1. The Will to Lead
  2. Leadership Communication
  3. Lead the Business

When you have finished all three programs – MBL1 + MBL2 + MBL3, we will together with your CEO, issues an Executive Master of Business Leadership Certificate – proving that you have been through our Business Leadership Training Programs, and completed an internal Leading Change program with result-expectations fulfilled or better.Build your future on a foundation of stones that fit, and with wings to fly high.

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Absolute involvement practicing Leadership, is what it takes. 

It is not teaching it is training to gain new insight. There is no leadership philosophy and no studying, only an intensive learning experience of how to make leadership become a practice for you, on the highest possible level.

Leadership is a natural evolution of your desires that evolve over a life time and never stop evolving. Your desires for being when you were five years old, were completely gone when you turned 10 years, and again when you became 15 years, 20 years, 30 years and now, your intention to being a great leader. Natural questions arise like “Where am I coming from, and where do I go”. It is a natural result of developing your intellect, which evolve yourself into new possibilities. This takes place completely unconsciously and mostly without your attention.

To turn your intellectual evolution into a conscious and deliberated process, is in large measure a leadership in practice. Extending this being a great leader moves you towards an Elitership Practice. That includes the responsibility that follow with the elite standard of flexibility in attitude and behavior. Your ability to do that, and respond accordingly, is what we train.

The insight you gain is, that your leadership character gets molded by your personal strengths, and by the big challenges you go through, therefor any change a blessing. Your intention is unparalleled idealistic, just to make sure that you use your full capacity towards the edge. Relationship responsibility is a natural part of that behavior, where everything is controlled by inclusiveness, yet another dimension of your intelligence.

You cannot measure Elitership, high or low, strong or week, narrow or wide. Elitership is a dimension of intelligence like emotional intelligence, and the only thing you shall do, is to open your availability for elitership, this we can observe and measure.

So, how big a challenge does you want to a start? The bigger challenge, the more talent you will bring to the table, and the stronger you build your character as a great leader.

To develop yourself from one dimension of intelligence to another, needs a certain level of longing – striving. Being a great achiever, you are a raw diamond, which will not automatically transcend you into at great leader. What got you here, will not get you there, it needs longing. Being a great leader will not automatically transcend you into elitership, that too needs longing – striving further. It is a misunderstanding to believe that this is to be ambitious, it is not, it is deliberated intense training.

Therefore, Elitership will transform you forever.

Do you have some good questions, please let me know, send me an SMS or give me a call +45 40 42 90 17, or email me at;

Siegfried W Andersen.


What holds you back? Ask for help.

Tell your Boss, that you are convinced that your team can do better.

Your team can contribute more, both to customers, increase productivity and and become more innovative.

You strive for new insight, and a solid challenge to take the next step, and deliver something unparalleled.

Tell your Boss it is all about challenging your team, extending responsibility and increase its ability to respond beyond limitations.

It is all about team dynamic and how you develop, shape and influence your team to do well.


I am quite sure that this topic have your interest. In a short mocha meeting or Skype session, I can deliver to you the insight of what our training programs can do for you.

You have a good question – Right?

Please let me know, and I will get right back to you.

Send me an SMS or phone +45 4042 9017.

E-mail or consider

Siegfried W. Andersen

Founder & CEO

Ask for help. What holds you back?

Tell your Boss, that you are convinced that your team can do better.

Your team can contribute more.

They can deliver more added value to customers, beome more productivity and be more innovative.

You strive for new insight, and a solid challenge to take the  next step, and deliver something unparalleled.

Tell your Boss it is all about challenging your team, extending responsibility and increase its ability to respond beyond limitations.

It is all about team dynamic and how you develop, shape and influence your team to do well. You want to make your team, the best team in the company, aming at making the company incomparable.

It is that simple.


I am quite sure that this topic have your interest.

In a short mocha meeting or via Skype, I can deliver to you the insight of what our training programs can do for you and your company.

You have a good question – Right?

Please let me know, and I will get right back to you.

Send me an SMS or phone +45 4042 9017.

E-mail or consider

Siegfried W. Andersen

Founder & CEO

Top executives practicing Elitership® take advantage of the industry effect during good times, exploring and experimenting with everything everywhere. In bad times, they use the industry effect as a blessing and challenge everyone everywhere.

Tell leaders that not making profit and adding economic value to shareholders is foolish, and they will laugh, for who does not know it?

They might be right, but a McKinsey study (Oct. 2013) tells a different story. The study compiles 3,000 of the western world’s largest nonfinancial companies. The 1,800 companies in the middle, did not make a notable profit or loss. The bottom 600 companies failed completely, adding up historical losses of 411 BUSD combined. The top 600 companies added an impressive 674 BUSD combined to the Gross Global Product.

This means that one in five made it, whilst four out of five failed, some more miserable than others. The top-executive teams of the large 2,400 companies implemented a plan they probably had not planned for!

Why? I don’t know, maybe top executive teams can be divided into three groups. The team are either good, and consistent exceed last year’s profit consistently, or the team are striving to be catch-up, not making any significant profit +-, or the team might make it really bad by realizing a large deficit year after year.

Come on. Yes, I agree, the credit crunch, and so what? As CEO you cannot influence the credit crunch, that is correct, but as CEO you are hired to influence the company’s results – right? If the credit crunch is the CEO’s best explanation for the company’s lausy result, what are the top executives then doing when at work?

As many of the top executives hold an MBA, it must mean that the bad results can hardly be caused by lack of business acumen. On the other side, because it is 4 out of 5 companies that fail, statistically it must be a systemic flaw of business thinking that gets repeated time and again. If it had been the result of a random flaw of thinking, it would have followed a normal distribution – a bell curve. But in this study, it apparently is a 80/20 distribution – a Pareto distribution, and not a Bell Curve.

The conclusion from that is, that the state of the business that counts for the 80 % of the companies in the study, this Pareto distribution is influence as a willed development created by the top-20 % performers of the companies, in the study. Maybe the cause is a dramatic lack of leadership. I don’t know, it just came to my mind, that the top executives in these 80 % of the companies are padding each other’s back, believing they are good, never having an open dialog.

The industry effect is a relative measure of a company’s competitive intensiveness in a given industry. This is very tough for executives who do not have a precise insight of the competitive intensiveness in the industry, and how this affects their company. Whilst an industry effect of 30 % or less, is good, an industry effect of 55% or higher, is really an all-time high challenge. Furthermore, the study uncovers that the weak executives make it worse when executing their decisions. They would have been able to deliver a better result if they had flipped a coin – 50% accuracy -, instead of executing their own ideas.

Industry effect is defined as; the market’s average Economic Profit – EP, plus the difference between the average EP of the company’s industry peers and the market average. The company effect, is defined as the difference between the company’s EP and the industry-average EP.


Leaders practicing elitership don’t destroy jobs, they create jobs, they don’t destroy economic value, they consistently create economic value, they increase wealth for all stakeholders, welfare for the society, and create a sustainable an admirable future for everyone everywhere.

Elitership is the practice of leadership aiming at an elite standard of leading an organization. Elite leaders lead the organization in cohesion “singing from the same hymn sheet”. The consequence of their engagement is, that they create a company effect of 70 %, and tirelessly engage themselves to increase that figure to 75-80 %, leaving the industry effect at 20 – 25 %. They are seekers, looking for answers to “What will be the right thing to do”? This team-of-teams business culture explores any possibility to improve everything, everyone everywhere, and they challenge the status quo of their own knowledge and insight regarding the dynamic in the industry their people and their organization, and try to exceed any past performance with an attitude of a divine dissatisfaction.

With an uncluttered intelligence, responsible top teams are practicing elitership, and thereby consistently demonstrate the ability to respond with great precision towards events and situations that inevitably occurs a time pass. That illustrate a high-quality perceptual acuity, and the ability to extend attention and consciousness infinitely gaining new insight and knowledge, acting on changing circumstances, enacting on opportunities, and follow through, passionately and deeply involved.

When a company experience an industry effect of 55 % it means that the competitive force of the company has lost its effect, which leaves the company effect to may be 45 %. Surely this is, one of out of several directions toward the abyss, because whether the market is growing or shrinking, it is an uphill battle just to prevent sliding further downhill. If you’re in the elite, you cannot rest on your laurels, as the odds are 1 to 5 that you will slide down into the abyss. Stagnation is in fact a decline.


Only idiosyncratic factors might explain the performance differences from the top 600 compared to the bottom 600 companies, McKinsey concludes, which is in alignment with our observations. An outdated top executive team consist, more often than not, of people with big egos. They are usually divided into 2-3 clicks where everybody, at any given time, defends their own pompous identity, as an executive, playing a political game “Who is right” instead of “What is right”, suffering of fear from losing face, or to see themselves on the looser side of the game. Therefore, these executives spend their efforts on playing safe, which is not the winners game. The consequence – everything stagnates.

Whatever ideas outdated executives comes up with, they will only be recycling their old knowledge, whilst the idea, thinking out of the box is a practically impossibility. What is needed is new insight, from exploring and experimenting, but that is too late, whilst there is no flexibility, when the outlook predicts that profit is decreasing. It quickly becomes a fight for survival not to run out of cash. Which means that any significant decision becomes centered around the CFO and the financial situation. The train has gone.

The knowledge of how to turn the company around, is probably to find somewhere in the organization. But with the profit in a painful situation, nobody at the top listens to anybody at the bottom. Add to this mistrust, from the fact that middle management over too long time worked as a block for even the most incremental and obvious innovations.

Industry effect make no sense to executives who believe that they are right. They feel that bad business conditions are caused by forces out of their influence – despite the CEO has a seat in a very famous industry councel. The discussions arond the tabel at the counsel, just cemented their faith of that they were doing the right thing. That did not help. They took unfair external circumstances created by others, as excuses for bad results – the credit crunch, oil prices, exchange rate to the dollar, unfair subsidies from foreign governments etc.

Please, allow me to mention a quote by Leo Tolstoy (1828 – 1910), which shines light on the essentials. “Good families, are good for their own reasons, whilst bad families, are bad for a hundred of reasons, they do not try to influence.”


Let me make it short: If your company face competition, you are doing something wrong. The individual top executives in a top team practicing Elitership, do not tolerate competition. They want to create a monopoly, they raise the bar – to make the company incomparable, and to create results that are unparalleled.


I am quite sure that the topic mentioned above have your interest. In a short mocha meeting or Skype session, I can deliver to you the insight of what our training programs can do for your company.

You have a good question – Right? Please let me know, and I will get right back to you. Send me an SMS or phone +45 4042 9017. E-mail or consider

Siegfried W. Andersen – Founder & CEO

Self-Leadership, Team-Leadership, and Business Leadership is our business

KFA Leadership Academy, since 1986 – Denmark, Italy, Singapore and Switzerland. Siegfried W. Andersen are educated from Aarhus University, Denmark, and Northwestern University, Kellogg School of Management, USA. SWA has uncovered the Leadership Practice of several hundred companies – globally since 1973.

Do You Want a Respectable Legacy?

Your responsibility and ability to respond will decide that for you.

Responsibility means being, for instance, a successful business-leader. Limitless responsibility is self-extending and the highest echelon of being.

Your ability to respond to everything and everyone everywhere display Who-You-Are. Integrate Who-You-Are with Your-Best-Self, and experience a triumphant feeling of greatness, which makes you able to create whatever you chose to strive for.

This is liberty in its pure form, which will point the direction towards the highest quality level of practicing leadership – Elitership, a very rare practice of leadership.

We will show you the way, and coach you through our deliberate training programs, ensuring that you experience the progress and deliver the results expected.

Practicing Elitership will take you to the top of any organization in record time.

The majority of participants who have been through all three of our Master of Business Leadership Programs MBL1 – MBL2 – MBL3, already have a respectable legacy, decades before anyone else.

Is this what you were looking for? Ready? Book here
You have a good question? Please let me know and I will be right with you.
Consider our programs

SMS or call +45 4042 9017 – you can also reach me with via:

Siegfried W. Andersen
Founder & CEO


Tell leaders, that not making sufficient economic profit is foolish, and they will laugh, for who does not know it?

Only underdeveloped leaders are foolish, but really good leaders leading an organization will just do fine.

People in general might think that it is quite clear, that business leaders are not suffering a damaging lack of, basic business acumen, clarity, human understanding, historical facts, social and cultural insight.

People might be right, but our observations show a different picture.


Challenges are a blessing, they become an exercise in attention and consciousness, and make leaders free to respond beyond limitations, and big challenges are certainly the greatest leadership character-builder.

This attitude is quite vital for any leader, based on our observations and experiences from hundreds of different companies, in dialogs with more than 16.000 leaders through the last 30 years, as a trainer towards a vast variety of global companies who all have had their own unique challenges.

Furthermore, the lack of training and development of leadership competencies results in less engaged leaders, and therefore less engaged employees. It also works the other way around heavily engaged leaders create heavily engaged employees. Engagement index figures talk their own language. How to overcome these challenges?


The answer must take the following into consideration; Leading change is to lead people from where they are into unknown territories, to a “place” where they have never been before. For example, growing the business through growing people. Growing people is a leadership discipline. If this is not trained thoroughly enough, the consequence will be less engaged employees, because they hesitate as they move forward into new territories. The majority of managers feel it is awkward and tough to discuss mental topics and therefore avoid to engage themselves into it.

Too a high cost? – Yes, you make the calculation of the costs. In a Gallup survey from 2016, it is measured that 13% of the global workforce are engaged when at work. In the US, the same figure is 33 %. This means that 87% respectively 67 % are less or not engaged, when at work, but still receive a full salary every month.

  • The calculation looks like this, per 1,000 people employed. 87 % of them, have a decreased productivity of 20 % (learning curve effect) receiving a yearly salary of 50,000 USD per employee in average.
  • Accumulated loss per year can be measured like this; 87 % of 1,000 people is 870 people times 50,000 USD in yearly salary = 43,500,000 USD. Decreased productivity is worth 20 % of that amount USD 8,700,000 in cool cash per 1,000 employees per year.

How much tailor-made leadership training per year, can you get for 8,7 mio. USD.

I do not dare to make the calculation for a 5,000 or 10,000 people company.

Do you know the engagement index figure for your company? Based on my experience if your company is an average company, I guess that the engagement index is lower than the one from the US.

I think the question is not, if your company can afford to invest in leadership training, but if your company can afford not to invest in leadership training. Lack of productivity, means lack of leading people, this comes at an exorbitant cost.

I am quite sure that this have your interest.

I do look forward to take a meeting with you and discuss next step out of this.

You have a good question – right? Please let me know, and I will be right with you.

Please use SMS or phone +45 4042 9017.

E-mail or consider as your next stop, before you take a chat with your leader.

Siegfried W. Andersen – Founder & CEO



Next Generation Leadership is to train oneself being a Great Leader, whilst training one’s team, how to deliver World-Class Achievements.

The Will to Lead is an intensive and deliberate training program, directed solely at The Practice of Leadership.


This holistic training program is lifting a leader’s vision to higher sights, the raising of a leader’s contribution to a higher standard, the building of a leader’s character beyond its normal limitations, and amplify the insight to navigate of wider map of human understanding.


  1. Inspire the team to focus intention – see things other cannot see
  2. Communicate clear result expectations, and stimulate people’s self-efficacy
  3. Get things done in due time, with attention to whom need help with what
  4. Create a team-spirit, high energy and energize everyone everywhere at any time
  5. Practice integrity, inclusiveness, intactness and dignity

The program involves pre- and post- training assignments.

  • Pre-training assignments take form as: Reading business articles but also an analysis of how the specific individual spends his time and efforts on the job when: leading people, managing the work and using one’s own expertise.
  • Post training assignments take form as: A presentation for the teams back home to illustrate what new skills have been acquired, and what to expect in the future. Furthermore, a dialogue with one’s leader, regarding a one-year Contribution & Innovation Plan build solely on strengths.

I am quite sure that this will have your interest. Take the lead and book, a seat on our next training venue – globally

I do look forward to welcoming you at the training.

You have a good question – right? Please let me know, and I will be right with you.

Please use SMS or phone +45 4042 9017 or e-mail

Download these pages as your next step. Then prepare yourself and take a chat with your leader. He/she will be surprised, inspired and impressed by, how you make yourself responsible and how you want to respond to the leadership trained at MBL1 – Master of Business Leadership 1.

Siegfried W. Andersen – Founder & CEO