Self-employed | Contract work

Empowering hospitality leaders with targeted, actionable strategies that drive immediate results. My focus is on accelerating career growth through practical tools in leadership mastery, team engagement, and strategic thinking.

Key Achievements:

✧ Fast-Tracked Career Development: Designed a career advancement framework that helped 50+ clients secure higher roles within 6 months.

✧ Leadership Mastery: Enabled managers to enhance confidence and effectiveness with a 25% increase in team productivity.

✧ Interview Success: Guided professionals in executive role preparation, achieving a 90% interview success rate.

✧ Team Engagement Strategies: Introduced team-building frameworks that increased employee retention by 20% across client teams.

Career Development Specialist

The Barrett Group

As an Executive Resume Writer at The Barrett Group, I crafted high-impact career documents that led to career advancements for hundreds of clients. 

My approach focused on capturing core strengths, aligning with client goals, and enhancing market relevance.

Key Achievements:

✧ Produced strategic resumes that directly led to increased interview rates for clients.

✧ Recognized for delivering high-quality, tailored career documents that positioned clients for leadership roles.

✧ Collaborated with consultants to integrate personal branding techniques, boosting clients' visibility on LinkedIn.

Executive Resume Writer

Goodwin Recruiting

Leveraged extensive hospitality expertise to navigate the complexities of talent acquisition during the unprecedented COVID-19 pandemic, focusing on aligning top-tier talent with leadership roles to support client growth and team cohesion.

Key Achievements: 

✧ Adapted recruiting strategies to overcome pandemic-related challenges, resulting in successful placements that supported critical leadership needs. 

✧ Implemented targeted industry insights to maintain streamlined hiring practices, reducing the average hiring cycle despite widespread disruptions. 

✧ Enhanced client partnerships through transparent communication and creative candidate sourcing methods, fostering trust and long-term collaboration.

Recruiter- Hospitality Division | Remote

SUNY Adirondack

Partnering with a state university’s continuing education department, I helped create an interactive class designed to help staff improve the customer experience for the Lake George region of New York!

Curriculum Development- Contract Training

Without a master’s degree, but years of real-life leadership experience, I found it difficult to teach at the university level.

So, I did the next best thing and condensed what I had learned over the years of coaching, mentoring, and developing teams and managers, and created two courses.  

My love of teaching flourished as I helped other professionals improve their own leadership skills and increase internal and external customer engagement.

Continuing Education Instructor

Richbell Capital

Led the transition from hospitality to multifamily property management, successfully overseeing the growth of a Class A portfolio from one to five communities (800+ apartments) while improving resident experience.

Key Achievements:

✧ Established SOPs and management practices, increasing operational efficiency by 30%.

✧ Enhanced resident retention by 13% through quality service initiatives.

✧ Achieved 90% occupancy consistently, with a strong focus on resident satisfaction.

Director of Property Management | Partial Remote

Led the strategic direction and operations of a high-volume hotel, focusing on revenue growth and guest experience.

Key Achievements:

✧ Increased F&B revenue by 25% through unique menu expansions and event-driven promotions.

✧ Partnered with local businesses for cross-promotional opportunities, boosting occupancy during off-peak times.

✧ Achieved top ratings in guest satisfaction surveys by enhancing service quality and personalized experiences.

Hotel General Manager

✧ Developed and delivered curriculum for a non-credit hospitality field class

Hyatt Hotels Corporation

Oversaw comprehensive F&B operations, implementing strategies that led to measurable improvements in service scores and customer satisfaction.

Key Achievements:

✧ Raised F&B customer service scores by 15% through targeted staff training and SOP enhancements.

✧ Introduced themed F&B events that drove an 18% increase in guest satisfaction during key revenue periods.

✧ Maintained the highest LRA score in the division, establishing a benchmark for quality and consistency.

Food and Beverage Director

Having opened the property as part of the Corporate F & B Opening team training the staff on hotel directives and SOPs, I was thrilled at the opportunity of joining the team as an assistant director.

Working for a director that celebrated new ideas, we found creative ways to drive revenues:

✧A bloody Mary bar on New Year’s Day with Dr. Hangover.

✧Cocktails, chocolate beers, and desserts for Valentine’s Day.

✧Beer Pairings- after all, we were in Denver.

✧Dessert happy hours

✧ Incentive contests for managers to recognize their efforts in driving revenues, reducing costs, and improving the guest experience.

Assistant Food and Beverage Director

o   Assisted in the management of all food and beverage departments including five (5) outlets, retail coffee store, and banquet department - exceeding $18 million in annual revenue
o   Developed strategic hiring strategies to accommodate seasonal business demands
o   Implemented innovative training programs to improve customer satisfaction scores

o   Achieved an annual food revenue of $12 million
o   Maintained payroll and overtime costs based on revenues
o   Achieved a yearly customer satisfaction score of a 4.6 out of 5 for banquet service
o   Coordinated incentive contests designed to increase customer service scores and improve morale
o   Responsible for weekly schedules of 50-100 associates

Banquet Manager

o   Oversaw beverage operations for four (4) hotel restaurants, lobby bar, and all banquet functions
o   Achieved and maintained beverage cost of 19.1% in the hotel’s second year of operation
o   Marketed a unique customer experience while adhering to all division directives
o   Directly responsible for ordering all beverage related items for the resort

Beverage Manager

o   Managed a 47-seat restaurant and two (2) beverage carts at 18-hole golf clubhouse
o   Assisted in other aspects of food and beverage during peak times
o   Developed and marketed incentive contests to increase revenue

Restaurant Manager

o   Assisted in managing banquet functions, corporate meetings, and social events
o   Assisted in the supervision of room setups, coordinated services, and details of all banquet events
o   Demonstrated leadership ability maintaining department scheduling and payroll

Assistant Director of Banquets

o   Coordinated training solutions for union employees
o   Successfully organized and directed catered guest room events to ensure guest satisfaction
o   Developed strategies to maximize potential, new and current client base accounts
o   Exceeded food and beverage forecasts - revenue of $2.5 million

Director of Room Service

o   Successfully illustrated and implemented a children's menu
o   Assisted with planning for holiday brunch events
o   Motivated staff by strengthening the working relationship with the culinary team

Assistant Restaurant Manager

Empowering Professionals to Stand Out, Secure Leadership Roles, and Transform Teams

With over two decades in hospitality leadership, operations consulting, and executive career coaching, I bring practical experience to professionals ready to take the next step in their careers. I combine real-world leadership insights with a proven track record in resume writing and career development to deliver results that matter.

I’ve held roles ranging from Director of Food & Beverage at Hyatt Hotels to Hotel Operations Consultant, overseeing large teams and million-dollar operations. I know what hiring managers look for because I’ve been one—and I help my clients tell their stories to stand out!

What I Offer:

✔ Executive Resume Writing: As a former recruiter and consultant, I write resumes that highlight achievements, leadership impact, and unique strengths to position you as the ideal candidate.

✔ Career Coaching: From interview preparation to navigating career pivots, I help leaders step into their next role with confidence.

✔ Leadership Development: I guide managers and professionals in building high-performing teams through empathy, structure, and clear strategy.

✔ Hospitality Consulting: Practical solutions for leadership challenges, operational efficiency, and guest experience optimization.

Whether you’re a professional looking to rebrand, secure a leadership role, or grow as a leader, I’m here to provide the tools, strategies, and clarity you need.

Ready to elevate your career or leadership impact? Let’s connect and start the conversation.

Luke Duggan

I once worked with a manager whose resume said:
“Oversaw daily operations for a 200-room property.”

Accurate and dull.

We rewrote it to show the impact made:

“Led a cross-functional team through a full renovation while maintaining 94 % guest satisfaction.”

Same role. 
Different story.

Sometimes it’s not that your resume lacks experience; it just lacks emotion. 

The results, decisions, and pressure you carried tell the real story.

📍 What’s one resume line of yours that deserves a story behind it?

Luke Duggan 

Executive Resume Writer | Led Multimillion $ Teams, Now I Help You Land High-Visibility Roles

At some point, you stop learning from your job and start maintaining it.
That’s usually the moment you’re being prepared for what’s next.

The danger? 
Staying too long because it’s comfortable or convincing yourself you’re not ready.

Every promotion, pivot, or reinvention starts with a decision to tell a new story about yourself.
 
Your resume and profile should reflect where you’re going, not where you’ve been.

📍 Are you still describing yourself for the role you already mastered?

“Managed a team of ten.”

“Responsible for client satisfaction.”

“Oversaw daily operations.”

None of these are accomplishments; they’re job descriptions.

Accomplishments show change. Not what’s expected of you in your current role.

What got better because you were there?
What problem did you solve that others missed?

📍 If your resume lists what you did instead of what changed, you’re not showing impact. 

You’re listing only duties, and it makes you no different from every other applicant.

What’s one bullet you could rewrite to highlight the difference you made?

She’d led major projects, mentored teams, and delivered results quarter after quarter.

However, the silence that followed each application was deafening.

When we reviewed her resume, it read like a job description. 
 
No context. No leadership voice. No “why it mattered.”

We rebuilt her story around outcomes and ownership.

Within three weeks, she had multiple interviews, and more importantly, her confidence was back.

A resume isn’t a list of what you did; it’s evidence of how you think.

🧭 If your results aren’t getting noticed, the problem isn’t your work; it’s how it’s being told.
 
📍 Have you ever felt that your resume was accurate but not effective?

The job search doesn’t drain you because of rejection.
It drains you because of ambiguity.

Endless scrolling. 
Silence after applications. 
The feeling that you’re doing everything right but still invisible. 

The fix isn’t more effort. It’s clarity.

Clarity about your story, your strengths, and your target.

When every move aligns with where you’re headed, momentum returns.

📍 What’s one change that helped you make your job search less exhausting?

Too many great leaders stay invisible until it costs them opportunities.
 
I’ve worked with leaders who built strong cultures, solved problems quietly, and led teams with heart, only to get passed over because their impact wasn’t visible.
 
Visibility isn’t bragging. 

It’s about ensuring the right people understand your impact.

Your resume should reflect how you lead, not just what you did.
 
📍 What’s one way you make sure your leadership is seen?

It was one of those weekends every hotel leader remembers-

All outlets packed, the ballroom hosting a high-profile reception, and the kind of pace that makes the hours blur.

By Sunday night, everything had run flawlessly. 

Sure, we had hiccups, but guests were happy, service never broke stride, and the team pulled together beautifully. 

The old me would have assumed everyone saw the impact because results alone don’t speak for themselves. 

But I took no chances and spent additional time crafting an email that showcased the team's successes. That short email, which probably took an hour to write, recapped the weekend’s numbers, the challenges overcome, and the wins worth celebrating, and made sure senior leadership knew. 

Not to boast, but to make the invisible visible.

That lesson never left me. Visibility is leadership.
 
If you don’t tell the story, someone else will, and they might not tell it right.

It’s the same principle I bring to my work today: helping leaders articulate their impact clearly, so their results and their character don’t go unnoticed.

📍 Have you ever had your work overlooked because it wasn’t visible?

Not every leadership moment gets applause, but that doesn’t make it less meaningful.
 
Some of the most important work happens when no one’s watching:
 
✅ Backing up a struggling team member

✅ Fixing the prep line before guests arrive
 
✅ Rewriting a resume bullet at midnight so it lands the right way
 
Visibility doesn’t mean chasing credit. It means understanding which moments quietly define your story.
 
📍 What’s one “quiet win” from your week?

Some turning points arrive with fanfare. Others sneak in quietly.

Mine came in a moment that didn’t look important at all, a small project that forced me to rethink my leadership approach.
 
It wasn’t glamorous, but it exposed a gap I hadn’t noticed: I was leading for efficiency, not clarity.

That project changed how I approached group work, from how I communicated with teams to how I helped clients tell their own career stories.

Turning points rarely announce themselves, and they show up when you least expect them to. Disguised as another day’s work, and looking back, you realize those moments honed your style.

📍 What moment in your career seemed small at the time but ended up changing your direction?

Every success story has a moment where it almost fell apart.
The missed deadline.
The unexpected setback.
The voice in your head saying, “Maybe this isn’t going to work.”

But something pushes you through, a decision, a person, or plain stubbornness.

The wins that almost didn’t happen are the ones that teach you the most about what you’re made of.

📍 What’s one success you nearly gave up on, and what kept you going?

This year taught me a humbling lesson: 
doing more isn’t progress if it’s in the wrong direction.

I’m letting go of content that fills time but not purpose.
 
Of chasing ideas that look good but don’t move the business.
 
Of assuming consistency alone equals momentum.

Sometimes clarity starts with subtraction.

📍 What’s one thing you’re releasing before the new year to make space for what matters?

We often discuss what we’ve taught others.
However, growth often hides in what surprises us.

Maybe a conversation shifted your perspective.

Maybe a problem you thought was simple had layers.

Maybe someone on your team showed you a new angle.

Surprise has a way of revealing blind spots and sparking growth, if you take a moment to notice it.

📍 Anything surprise you this week?

Every meeting, decision, and shift contributes to your professional story. The only question is: are you shaping it, or letting others write it for you?
 
 
Leaders often think branding starts when they decide to update their resume.
 
Your reputation is built daily, in how you handle conflict, give feedback, show up under pressure, and lead when no one’s watching.
 
The resume merely captures what you’ve already made visible.

📍 What story is your daily leadership writing for you?

Keep it simple, human, and authentic.
 
This week, visibility was on my mind.

The moments that stuck weren’t flashy; they were the times someone showed up, set the tone, or made their impact felt without saying a word.

 📍 What stood out to you this week about how leadership shows up before it speaks?

“What impact did you make that no one asked you to make?”

Because the best leaders don’t wait for permission to improve things.

They notice what’s broken and fix it. 
They raise standards others stopped seeing.
They take initiative.

You can tell a lot about someone’s leadership by how they answer, not the words, but the reflection behind them.

📍 How would you answer that question?

Growth doesn’t always come from new ideas.

Sometimes it comes from small course corrections.

The way you open a conversation.
The pause before you reply.
The moment you decide to handle something better than last time.

Leadership is about awareness, not being perfect.

📍 What’s one thing you’re doing differently next week?

Working with clients, the best resume line isn’t always about the biggest metric.
It’s the one that reveals leadership character.

One client wrote:
“Led 12 direct reports.”

We changed it to:
“Built a team trusted to run operations in my absence.”

Same role. Different weight.

The second line shows ownership, trust, and leadership maturity, the qualities hiring managers value.

When you learn to write results through the lens of impact, not inventory, your resume stops blending in.

📍 What’s one quiet accomplishment that deserves more credit in your story?

Years ago, I worked under a GM who refused to lower standards, even on nights when everything went wrong.

The lobby was packed, the phones wouldn’t stop ringing, and the bar was short-staffed.

He did more than protect the service that night. He protected the trust our guests and staff came to expect.

Now, when I help leaders shape their resumes, I think about that lesson.
 
You’re not just listing what you did.
 
You’re defending what mattered and demonstrating you stood firm when it counted.

📍 Who taught you to protect the standard when it would’ve been easier to let it slide?

The moments I’m most thankful for weren’t the easiest ones.
 
They were the ones that shaped clarity:

The rejection that made me sharpen my story.
The client who pushed for a better version.
The leader who told me the truth, not what I wanted to hear.

Gratitude is more than reflection because every setback I’ve had became a blueprint for helping others position their worth.

📍 What moment challenged you most and later proved to be a gift?

Early this year, I almost said no to a client because the project seemed small.
It turned into one of my most fulfilling partnerships,  and a reminder that impact isn’t always visible upfront.

That “small” project ended with a client landing their dream role.
 
What I thought was routine became a story I still reference when coaching others.

The wins that matter most often start quietly,  when you choose to stay committed, even when the payoff isn’t obvious yet.

📍 What’s one quiet win that reminded you why you do what you do?

Forup Helmich & Associates

💥 Struggling to attract, hire or keep Gen Z? You're not alone.
We work with companies who are ready to fix it - fast.

We help leaders create workplaces where young people thrive and perform. That means:
✅ Sharper recruitment
✅ Modern leadership tools
✅ Real feedback culture
✅ Higher retention

Because when Gen Z leaves, it's rarely about salary. It's about leadership.

CEO / Leadership Consultant - Helping companies win with the next generation

Juice

At Juice, we revolutioonize recruitment by matching companies with top talent not only based on experience and education, but also on potential, dreams, and drive through our innovative AI-driven platform.

Bestyrelsesmedlem

Frankly Juice A/S

Bestyrelsesmedlem / Medejer

Avilius 

AVILIUS / BLUME

On a mission to improve the mental state of the people. Human to human.
https://inc.avilius.dk/

Advisory Board Member

Aller Media A/S

I had the pleasure to head a team of 65 extraordinary individuals who all strived to give the best advice and guidance to the Danish advertisers taking point in all of Aller Media’s many platforms. 

October, 2019: With the merge of Aller Mediesalg and the sales organization DG Media, we created a one-stop-shop for Danish advertisers: Aller Media Business. Reaching out to more than half of the Danish population via 85 brands we offered a seamless media purchase across all platforms (monthly magazines, weekly magazines, digital sites, podcasts, events, SoMe-platforms etc.)

Part of Management Board

Chief Sales Officer (Salgsdirektør)

TV 2 DANMARK A/S

I have been ideating, negotiating and activating partnerships with C-level executives in the largest companies in Denmark. A complex process navigating within the sensibilities of advertiser objectives, national legal regulations and TV 2 high editorial standards.

Furthermore the task was to collaborate with stakeholders across TV 2 (Research, Sales, Programming/Content, Legal) as well as with production companies and creative agencies to accelerate partnership deals around the premium content of TV 2.

Part of Commercial Management Board

Head of Brand Partnerships

Head of AFP / Branded Content

Discovery Inc

Identification of new revenue streams; primarily on brand partnership-deals with selected premium brands and through these ensure an effective communication strategy that will drive value to the viewer and the sales teams.
Furthermore identifying commercial opportunities taking point in the brand-universe of Discovery Channel and TLC incl. development of international AFP-projects (AdvertiserFundedProgramme). Responsible for anchoring of partnerships across all internal departments and across the Nordic countries.

Part of Senior Management Team

Nordic Head of Business Development

Nordic Head of MarComms / CMO

Marketing Manager, Discovery Networks Denmark

Waoo (Dansk Bredbaand A/S)

Marketing Manager

various

Freelance marketing manager

Berlingske Talent 100

Member of the Berlingske Talent 100 Network 2005

Member of Berlingske Young Talents

✨ 𝗪𝗲 𝗵𝗲𝗹𝗽 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀𝗲𝘀 𝘂𝗻𝗹𝗼𝗰𝗸 𝗚𝗲𝗻 𝗭 𝗽𝗼𝘁𝗲𝗻𝘁𝗶𝗮𝗹 - 𝗮𝗻𝗱 𝗳𝗶𝘅 𝘄𝗵𝗮𝘁’𝘀 𝗯𝗿𝗼𝗸𝗲𝗻 𝗶𝗻 𝗺𝗼𝗱𝗲𝗿𝗻 𝗹𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽.

Because young people won’t stay where they can’t grow. Or be heard.

I’m CEO of 𝗙𝗼𝗿𝘂𝗽 𝗛𝗲𝗹𝗺𝗶𝗰𝗵 & 𝗔𝘀𝘀𝗼𝗰𝗶𝗮𝘁𝗲𝘀, and we help companies 𝗮𝘁𝘁𝗿𝗮𝗰𝘁, 𝗿𝗲𝗰𝗿𝘂𝗶𝘁, 𝗹𝗲𝗮𝗱, 𝗮𝗻𝗱 𝗿𝗲𝘁𝗮𝗶𝗻 the next generation - by creating workplaces where Gen Z actually wants to be.

🚫 Outdated leadership models? Still running on annual reviews and job titles?
✅ We bring in practical tools, real-time feedback culture, and new ways of working that drive engagement and performance.

💡 With 20+ years leading Nordic and international teams, I combine commercial acumen with deep people insight. We don’t do fluffy leadership theory - we help leaders lead better. Fast.

If your teams are struggling with:

• Young employees who leave too soon

• Managers unsure how to lead Gen Z

• A culture that’s no longer cutting it

📩 Let’s talk. You’ll walk away with ideas - and actions.

📬 ann@annforup.dk
📱 +45 3161 6031
🌐 foruphelmich.dk

Ann Forup Helmich

Det var en tirsdag eftermiddag.

En af mine mest erfarne projektledere banker på døren.

"Har du 10 minutter?"

Selvfølgelig.

Hun sætter sig. Kigger ned.

Lang pause.

"Jeg har fået et tilbud et andet sted. Og jeg tror jeg siger ja."

Mit hjerte sank.

Hun havde været her i 4 år. Leverede altid til tiden. Tog ansvar.

"Men... hvorfor? Jeg troede du var glad?"

"Det er jeg. Men jeg føler ikke jeg udvikler mig. Og jeg ved ikke rigtig hvor jeg er på vej hen her."

Der var det.

Den sætning der får enhver leder til at indse hvor blind de har været.

Fordi her er sandheden:

Vi investerer mest i dem der kæmper. Og mindst i dem der performer.

Det giver mening på overfladen. De svage har brug for støtte. De stærke klarer sig selv.

Men resultat?

De svage bliver hjulpet videre.

De stærke bliver taget for givet.

Og så forsvinder de.

Jeg havde kørt 1-1'ere med hende. Regelmæssigt.

Men de handlede om projekter, deadlines, blokeringer.

Jeg havde aldrig spurgt: "Hvad vil du mestre om et år? Hvad mangler du for at komme dertil?"

Når hun leverede godt arbejde, tænkte jeg: "Perfekt, hun har styr på det."

Og så vendte jeg mig mod de problemer der brændte.

Men stilhed er ikke det samme som tilfredshed.

Det er bare fravær af klager.

Og dygtige folk klager sjældent.

De bliver bare stille. Trækker sig gradvist tilbage.

Og når de endelig siger noget?

Er det fordi de allerede har besluttet sig.

Hun blev faktisk.

Ikke fordi jeg pludselig blev en bedre leder.

Men fordi jeg stillede det eneste spørgsmål der faktisk betød noget:

"Hvad skal der til for at du bliver? For real."

Og så gjorde jeg tre ting:

1) Udviklingsplan med hendes ord, ikke mine, Ikke "hvad virksomheden har brug for." Hvad hun ville udvikle sig mod.

2) Konkrete handlinger med deadlines Det kursus hun havde nævnt 6 måneder tidligere, jeg havde glemt, blev booket inden ugens udgang.

3) Feedback på styrker, ikke bare fejl Jeg begyndte at sige: "Det du gjorde i går med X - det var skarpt fordi Y."
Ikke bare et generisk "godt arbejde."
Konkret anerkendelse af hvordan hun skabte værdi.

2 år senere var hun stadig der.

Og hun sagde noget jeg tænker på hver dag:

"Du ved godt jeg næsten sagde op, ikk? Du reddede det i sidste sekund."

Men jeg reddede det ikke.

Jeg stoppede bare med at forveksle performance med engagement.

Her er paradokset:

De medarbejdere du aldrig bekymrer dig om?

De er også dem der lettest finder noget andet.

Fordi alle vil have dem.

Og hvis du ikke aktivt investerer i dem, gør andre.

Fastholdelse handler ikke om at fikse problemer.

Det handler om at udvikle potentiale - før det søger andetsteds.

Så...hvornår sidst havde du en udviklingssamtale med din bedste performer?
Ikke status. Ikke feedback.
En samtale om deres ambitioner?

#Ledelse #Leadership #Fastholdelse

✨We help you recruit, lead and retain tomorrows workforce ✨

Jeg fyrede aldrig Sofie. Men jeg var tæt på.

Hun var 6 måneder inde i jobbet som projektleder hos os. Og jeg var frustreret.

Mine tanker gik i ring: 
"Hvorfor kan hun ikke bare tage ansvar?"
"Hvorfor skal jeg altid minde hende om deadlines?" 
"Hun burde da kunne se, hvad der skal gøres?"

Nøgleordet her er: ’BURDE’.

Mine forventninger kørte på autopilot. Og de var ret urealistiske.

Så gjorde jeg noget, der føltes forkert:

Jeg sænkede mine forventninger.

Ikke fordi jeg gav op på Sofie. Men fordi jeg indså, at mine forventninger var designet til en projektleder med 10 års erfaring - ikke én der lige var startet.

Jeg stoppede med at sammenligne hende med den medarbejder, jeg ØNSKEDE hun var. Og begyndte at se den medarbejder, hun FAKTISK var.

Og så skete det her:

I stedet for at være irriteret over, at hun kom til mig med spørgsmål, sagde jeg: "Det er rigtig godt, du spørger. Det viser du tænker kritisk."

I stedet for at sukke over manglende overblik, sagde jeg: "Jeg kan se, du har styr på detaljerne. Det er en styrke."

Små ting. Konkrete ord. Anerkendelse.

Og så skete er noget magisk:

Jo flere gange jeg satte ord på det, hun faktisk gjorde godt, jo oftere gjorde hun det. Hun begyndte at tage mere ansvar. Stille flere kvalitetsspørgsmål. 

Levere bedre.

Fordi hun endelig kunne se sig selv som kompetent.

Det jeg lærte:

Høje forventninger kan være en gave. Men de kan også være et jerngreb, der kvæler folk.

Når du sænker dine forventninger til virkeligheden og sætter ord på de små skridt fremad, giver du medarbejderen ilt til at vokse.

Sofie var i mit team i tre år. Nu er hun videre som projektchef i en international virksomhed, leder sit eget team og kører komplekse projekter på tværs af lande.

Hun gør det sindssygt godt, og jeg elsker at høre fra hende i ny og næ.

Og her et mantra jeg stadig minder mig selv om - både som leder og som menneske:

Din tilfredshed og glæde styres af dine forventninger. 

Når virkeligheden matcher dine forventninger, er du tilfreds og glad. 

Når den ikke gør, er du utilfreds.

Det er så simpelt. Og alligevel så svært.

Hvad er dine erfaringer? Har du prøvet at justere dine forventninger som leder (eller bare som dig) - og hvad skete der så?

PS:
Billedet nedenunder er fra forleden. Min veninde, gennem mere end 30 år skulle fejres. Mine forventninger til frokosten var himmelhøje – og de blev indfriet. Fordi jeg har lært at sætte mine forventninger til de rigtige mennesker. Dem der bare er der. Som er værd at holde fast i.

Jeg får et opkald fra en HR-chef.

Hun lyder træt. Lidt desperat, hvis skal jeg være ærlig.

Tech-virksomhed, 300 ansatte. Og de har tabt 8 af deres vigtigste folk på et halvt år.

Udviklere. Produktfolk. Projektledere. Folk med 3-7 års anciennitet - dem der kender virksomheden indefra og ud.

"Vi har gjort alt," siger hun. "Lønforhøjelser. Mere hjemmearbejde. Vi har endda lavet yoga i frokosten."

Jeg spørger: Hvad siger folk i exit-samtalerne?

"Det samme hver gang. De får bedre løn et andet sted. Bedre karrieremuligheder. Mere fleksibilitet."

Okay. Men sagen er...

𝗗𝗲𝘁 𝘃𝗮𝗿 𝘀𝗹𝗲𝘁 𝗶𝗸𝗸𝗲 𝗱𝗲𝗿𝗳𝗼𝗿 𝗱𝗲 𝗴𝗶𝗸.

Vi gravede nemlig lidt dybere. Snakkede med folk der stadig var der. Og billedet blev pludselig et helt andet.

Problemet var ikke lønnen. Det var ikke frynsegoderne. Det var ikke karrieremulighederne.

𝗗𝗲𝘁 𝘃𝗮𝗿 𝗱𝗲𝗿𝗲𝘀 𝗰𝗵𝗲𝗳𝗲𝗿.

Og jeg mener ikke på den der "min chef er en idiot"-måde.

Jeg mener på en "min chef blev udnævnt til leder uden at have en anelse om, hvordan man leder"-måde.

Alle deres teamleads? Dygtige specialister. Blev forfremmet fordi de var gode til deres fag.

Men ingen - og jeg mener INGEN - havde fået ledelsesværktøj med sig.

Så hvad gjorde de? De kopierede den gamle kommando-stil de selv voksede op med.

Sådan så det ud i praksis:

𝗨𝗴𝗲𝗻𝘁𝗹𝗶𝗴𝗲 𝟭-𝟭'𝗲𝗿𝗲? "Vi dropper dem, der er for travlt"
𝗙𝗲𝗲𝗱𝗯𝗮𝗰𝗸? Kun når noget gik galt
𝗧𝗮𝗹𝗲𝗻𝘁𝘂𝗱𝘃𝗶𝗸𝗹𝗶𝗻𝗴? "Google det selv"

Gen Z-folkene følte sig totalt usynlige
De erfarne følte sig kvalt af mikromanagement
Det var en masterclass i hvordan man mister sine bedste folk.

𝗩𝗶𝗹 𝗱𝘂 𝘃𝗶𝗱𝗲 𝗵𝘃𝗮𝗱 𝘃𝗶 𝗴𝗷𝗼𝗿𝗱𝗲? Hop ned i kommentarerne 👇

𝗞𝗲𝗻𝗱𝗲𝗿 𝗱𝘂 𝗲𝗻 𝗱𝗲𝗿 𝗹𝗶𝗴𝗲 𝗲𝗿 𝗯𝗹𝗲𝘃𝗲𝘁 𝗹𝗲𝗱𝗲𝗿 - 𝘂𝗱𝗲𝗻 𝗿𝗲𝘁 𝗺𝗲𝗴𝗲𝘁 𝗵𝗷æ𝗹𝗽?

Skriv "KIT" i kommentarerne, så sender jeg dig "𝗗𝗲𝗻 𝗡𝘆𝗲 𝗟𝗲𝗱𝗲𝗿𝘀 𝗦𝘂𝗿𝘃𝗶𝘃𝗮𝗹 𝗞𝗶𝘁" med 5 konkrete værktøjer.

𝗛𝘃𝗶𝘀 𝗱𝘂 𝗲𝗿 𝗛𝗥-𝗰𝗵𝗲𝗳 𝗲𝗹𝗹𝗲𝗿 𝗹𝗲𝗱𝗲𝗿 𝗮𝗳 𝗹𝗲𝗱𝗲𝗿𝗲: Og I mister folk I ikke har råd til at miste - lad os snakke om hvordan I konkret kan vende det.
Book en snak her: Calendly.com/AnnForup

#Ledelse #Fastholdelse #Leadership

Han troede han var tydelig.

Det var også sådan han beskrev sig selv: 

"Jeg siger tingene, som de er. Direkte. Ærligt."

Men det han kaldte "tydelig feedback"?

Det føltes som små stik. Leveret med et smil, så det næsten virkede som en joke.

"Det var måske ikke din skarpeste analyse i dag, vel?"

Første gang tænkte jeg: Okay, fair nok. Måske havde jeg et off-day.

Anden gang: Måske har han en pointe.

Tredje gang: Måske er jeg ikke så god som jeg troede.

Og dér var jeg.

Fra at være en sikker, kompetent leder til at tvivle på alt jeg sagde i møder.

Jeg begyndte at forberede mig mere. Tjekke alt tre gange. Holde mig tilbage i diskussioner.

Ikke fordi jeg ville blive bedre.

Men fordi jeg ville undgå at føle mig lille.

Her er den blinde vinkel:

Han troede han var tydelig.
Jeg oplevede ham som nedladende.

Han troede han skabte høj performance.
Jeg blev forsigtig og tilbageholdt.

Han troede han var en god leder.
Jeg tjekkede jobopslag i det skjulte.

Og det er præcis det jeg ser i dag som ledelsesrådgiver:

Ledere der er 100% overbevist om at de kommunikerer klart og konstruktivt.
Mens deres medarbejdere beskriver det helt anderledes.

"Jeg siger bare tingene som de er" bliver til "Han nedgør mig foran andre."
"Jeg har høje standarder" bliver til "Intet er nogensinde godt nok."
"Jeg er direkte" bliver til "Jeg går på æggeskaller."

Gabet mellem hensigt og virkning kan være enorm.

Ny undersøgelse viser at 22% af danske lønmodtagere har oplevet ledere der taler nedladende, råber eller udviser aggressiv adfærd.

22%. Hver femte.

Og de fleste af disse ledere?

De tror ikke de er en del af den statistik.

Her er konsekvensen:

Medarbejdere holder sig tilbage. Tager færre chancer.

De siger kun det, de tror ledelsen vil høre - ikke hvad der faktisk skal siges.

Innovation dør langsomt. I stilhed.

Og så undrer vi os over hvorfor folk siger op.

Men vi mister dem ikke den dag de siger op.

Vi mister dem måneder før. Når de mentalt tjekker ud og bare gør det, de bliver bedt om.

Jeg kom videre fra den leder.

Men det tog tid. Og det kostede noget.

I dag arbejder jeg med ledere der har modet til at spørge:

"Hvordan oplever mit team egentlig mig?"

Ikke "Er jeg en god leder?"

Men "Hvad er gabet mellem min hensigt og min virkning?"

Det gode?

Jeg møder flere og flere ledere der vil have svaret. Selv når det gør ondt.

Og især yngre generationer accepterer ikke længre hård ledelse.

De går. Og det tvinger os til at se i spejlet.

Fordi hård ledelse ikke gør folk bedre.

Den gør dem bare stille.

Link til min artikel i Finans i kommentaren. 👇

Har du også oplevet gabet mellem hvordan en leder troede de var - og hvordan de faktisk blev oplevet?

#Ledelse #Arbejdsmiljø #Leadership

𝟵𝟱%.

Når dit barn fylder 18, har du - statistisk set - allerede brugt 95% af den tid, du nogensinde kommer til at tilbringe med dem.

Den erkendelse slår luften ud af mig.

Den gør mig lidt stresset.

Men den gør mig også mere opmærksom på, hvordan jeg faktisk bruger tiden med mine børn.

Men hvad nu hvis vi overfører den samme logik til arbejdslivet?

Du har måske allerede haft den sidste ærlige 1:1 med en nøglemedarbejder.

Sidste fælles fredagsmorgenmad.

Sidste mulighed for at gribe det, der er begyndt at glide.

Uden at vide det.

Vi tror, vi har mere tid.

Men relationer - både professionelle og personlige - har ofte en udløbsdato, vi først opdager, når den er passeret.

Mennesker glider væk.

Ikke kun fysisk, men følelsesmæssigt.

Og det sker hurtigt i organisationer uden nærvær.

Vi mister kontakten, før vi mister hinanden.

Der findes små vinduer i ledelse, hvor motivationen er høj, hvor døren til tillid står på klem, og engagementet kan få lov at gro.

Men de er altså flygtige.

Midt i travlheden.

Mellem to møder.

I pausen, hvor du kunne have spurgt:

“Hvordan går det egentlig....sådan rigtigt?”

Lederskab handler ikke kun om resultater.

Det handler om at genkende de øjeblikke, der er vigtige.

Det er sjældent tid, vi mangler.

Det er blik.

Og modet til at bruge det.✨

Kultur skabes ikke i årshjul og værdiplakater.

Den skabes i det menneskelige.

I måden, du ser på et menneske, der har lukket sig lidt inde.

I dét, du får sagt....og dét, du vælger ikke at sige.

Især nu, hvor de yngre medarbejdere forventer nærvær.

Ikke som ekstra bonus.

Men som standard.

Vi får sjældent at vide, hvornår vi står i vores sidste 5%.

Men vi får lov at vælge, hvordan vi bruger dem.

Hvad ville du gøre?

𝗣𝗦. Forleden oplevede jeg noget, der fik alt det her til at give endnu mere mening.

Læs om episoden i kommentarfeltet nedenfor…✨

"Talentudvikling er HR's ansvar."

Nej.

Forleden i GRUNDFOS' MasterClass om talentudvikling fik jeg det spørgsmål, jeg får ofte: 

"Hvordan hjælper HR os med at udvikle medarbejdere?"

Mit svar overrasker de fleste:

Talentudvikling kan ikke outsources.

Det er ikke et program HR kan levere. 

Det er ikke et kursus I kan sende folk på. 

Det er ikke noget I kan købe jer til.

Det ER ledelse.

I videoen taler jeg om hvorfor "jeg har ikke tid til det" er den sætning der koster mest.

Fordi organisationer vokser ikke. Mennesker vokser. Og så tager de organisationen med sig.

Det var kernen i samtalen hos GRUNDFOS. Og det er det svar, de fleste organisationer glemmer:

Talentudvikling kan ikke outsources til HR. Det er ledelsens håndværk.

Hvad tænker du - hvor meget af udvikling kan overlades til andre? Og hvor meget ER selve lederrollen?

Tak til Jakob, Ouafa og Fanny fra GRUNDFOS for invitationen til en god og vigtig snak.

"Vi giver feedback hele tiden," siger lederne. 

"Jeg får aldrig feedback," siger medarbejderne. 

Begge har ret. 

Og det er præcis problemet. 

For tre uger siden sad jeg med en erfaren leder. 
Hans 26-årige medarbejder havde netop sagt op. 

I exit-interviewet havde hun sagt: "Manglende feedback." 
"Men jeg gav hende feedback hele tiden," sagde han. 

- Roste hendes præsentationer i teammøder
- Sendte Slacks om hendes rapporter 
- Sagde "godt arbejde" ved status-møderne.

Han havde ret. Han havde sagt alle de ting. 
Men hun havde ikke hørt det som feedback.

HVORFOR DET SKER: 

Især yngre medarbejdere forventer noget meget specifikt, når de hører ordet "feedback": 

✓ Struktureret (ikke i forbifarten) 
✓ Direkte (ikke generelt i teammøde) 
✓ Actionable (ikke bare "godt arbejde") 
✓ Timely (inden for 24-48 timer) 

Alt andet? Det registreres ikke som feedback. 

HVAD DU KAN GØRE: 

Næste gang en medarbejder afleverer noget vigtigt: 

1. Book 15 min inden for 24 timer (ikke Slack - et møde) 
2. Start struktureret: "Jeg vil give dig feedback på X" 
3. Vær specifik: "Slide 3-4 var stærke fordi..." 
4. Gør det actionable: "Næste gang: Prøv at..." 
5. Check forståelse: "Giver det mening?" 

Det tager ikke mere tid. 
Bare intention. 

Jeg skrev om dette i Finans i dag. 

Hvis du har adgang, kan du læse hele klummen her: https://shorturl.at/xets3

Hvis ikke - jeg dykker dybere i mit nyhedsbrev næste uge. 
Tilmeld dig på ForupHelmich.dk/Nyhedsbrev

Er det en kløft du har oplevet? #ledelse #feedback #leadership

“Jeg gider ikke give feedback, hvis folk alligevel bliver fornærmede.”

Det sagde en leder til mig forleden.

Og jeg tænkte…dér har du problemet.

Feedback er ikke en høflig gestus. Det er et håndværk.

Det er en muskel, der skal trænes. Fejles i. Forfines.

De fleste ledere har aldrig lært det.

De bliver sendt på kursus, men hverdagen spiser teorien til morgenmad.

Så feedback bliver til noget, man taler om - ikke noget, man gør.

✨

Vi gør det anderledes.

Vi arbejder med ledertræning, som passer ind i hverdagen.

Ikke som et kursus. Men som et fleksibelt forløb, der lever i dagligdagen.

Én challenge ad gangen.

En uge, hvor lederne træner målrettet med støtte, sparring og hotline undervejs.

Så tre uger, hvor de omsætter det i praksis.

Så ny challenge. Nyt greb. Nyt fokus.

Nogle gange handler det om feedback.

Andre gange om mod, anerkendelse eller nærvær i samtaler.

Det supplerer alt det, de allerede gør, men på en måde der føles virkelig og brugbar.

Vi følger dem tæt. Vi ser forandringen ske.

For ledelse læres ikke i teorien.

Det læres i hverdagen.

Midt i tempoet. Midt i alt det, der støjer.

Vil du vide, hvordan det kunne se ud i din virksomhed?
Skriv “JA TAK” i kommentarfeltet. Eller send mig en DM ✨

𝗣𝗦: Det er Mie og mig på billedet. Jeg fortæller om dengang, jeg som leder mærkede, hvor svært ærlig feedback kan være. Jeg kan huske, jeg blev misforstået, så jeg trak mig og sagde mindre. Kontakten til medarbejderen forsvandt. 
Mie kiggede på mig og sagde: “Det er jo dér, det starter.” Hun havde ret. Ledelse begynder dér, hvor du tør blive misforstået.

Flere end 1.000 ledere har hentet mit Ny Leder Survival Kit på bare tre dage.

Det havde jeg ikke set komme.

Men jeg tror, jeg forstår hvorfor: 

Vi drukner i ledelsesviden. 

Vi sulter efter noget, vi kan bruge mandag morgen.

I denne udgave skriver jeg om kløften mellem at vide og at gøre. 

Og om hvorfor de gode ledere er ved at give op.
👇

Der er uger, hvor alting føles lidt mere intenst. Det her har været sådan en. Danmark gik til valg i tirsdags. Socialdemokratiet mistede København eft

Open article: Hvad 1.000 downloads, et dramatisk kommunalvalg og en voksende lederkrise har til fælles... by Ann Forup Helmich • 4 min read

Hvad 1.000 downloads, et dramatisk kommunalvalg og en voksende lederkrise har til fælles...

Jeg talte med en leder i går. 

Hun sagde: "Ann, den guide I delte i workshoppen - har I den liggende et sted?" 

........

Flere end 2.000 ledere har hentet vores Den Nye Leders Survival Kit. 

Og hver dag hører vi: 

"Har I mere?" 
"Findes der en guide til..." 
"Kan I lave en til..." 

Så nu spørger vi jer direkte: 

Hvis I kunne få ét praktisk ledelsesværktøj hver måned 
- konkret, klar til at bruge i morgen 
- Hvad skulle det første være? 

Onboarding-guide? 
Feedback-script? 
Stay-interview-template? 
Noget helt tredje? 

Drop det i kommentarerne. 
Vi researcher til noget nyt - og jeres input betyder alverden. 

(Og ja, vi læser hver eneste kommentar) 

#ledelse #leadership #lederudvikling

taplio

The Battle

Luke Duggan

Ann Forup Helmich

Followers

Posts

Engagements

Likes

Performance ScoreLuke Duggan's LinkedIn Performance

Performance ScoreAnn Forup Helmich's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Luke Duggan

Ann Forup Helmich

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Luke Duggan's LinkedIn Performance

Performance ScoreAnn Forup Helmich's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreLuke Duggan's LinkedIn Performance