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What are the key leadership lessons provided by ingvar kamprad s experiences

The 91 year old Swede founded the company at the age of 17 with money given to him by his father for doing well at school. He led a company that transformed attitudes to flat-pack furniture and become a global leader in its industry with over 400 stores worldwide and 200,000 employees.

In reading about Mr Kamprad, I wondered what his legacy of leadership might be and what was behind his success at Ikea.

Here are 3 leadership lessons from the founder of Ikea that stood out for me. Be clear on what you believe Inspired by the sight of a table with its legs sawn off so it could be carried on a car roof, Mr Kampard believed there was a new way to make and distribute furniture.

He believed in great design along with highly efficient manufacturing and distribution.

  • An important characteristic of the family business model is the workforce feels it is a member of the family;
  • At different times throughout his career, Kamprad has become reflective about what he has accomplished and he proceeded to jot down bits of his management philosophy.

In the early days, the thought of buying furniture you had to take home and build yourself was unthinkable and even laughable. Nonetheless, his belief was unwavering.

What are the key leadership lessons provided by ingvar kamprad s experiences

How he lived his life and led the company were guided by these things. He even insisted on driving around in the same old Volvo for 20 years. A leader must be abundantly clear on the things most important to them and act in accordance to the principles every day. Above anything else, followers want their leader to be congruent and authentic.

That means your beliefs, words and actions must always be aligned.

3 Leadership Lessons from the founder of Ikea

As the success of Ikea grew, Mr Kampard still insisted on economy travel and staying in local, independent hotels. Finding ways of staying connected with your employees and customers is always important.

The further up the career ladder we go the opportunities for that to happen naturally reduce, and we have to be more purposeful in how we create new ways of maintaining these connections. Be aware of your conflicting preferences Ingvar Kampard was an innovator. His instinctive approach was to discover what works and quickly embed consistent winning practices.

Final thoughts

While wanting a team of innovators he would challenge new ideas to the point where projects were often delayed. He relied on his strong connections with his team and sharing these contrasting preferences.

  • What skills would you personally need to develop or refine to become a leader like Kamprad?
  • What skills would you personally need to develop or refine to become a leader like Kamprad?

This meant he created the conditions where his people could still perform without the otherwise inevitable misunderstandings his approach would create.

We must be clear of our unique preferences and the impact they have on those around us. Every leader, every human, has a unique set of preference that mean our own behaviour makes perfect sense. And it is different to everyone else.

What are the key leadership lessons provided by ingvar kamprad s experiences

Final thoughts Ingvar Kampard was not perfect, there were well-publicised decisions he made early in his career that I believe he genuinely regretted in later life. As the phrase goes, to err is to be human. Lessons of leadership are always around us and I found this a useful exploration to find 3 leadership lessons from the founder of Ikea.

Leadership is an ongoing commitment. Creating and living our core beliefs, gaining a deep understanding of our own preferences and how they impact those around us and developing relationships that serve and inspire those we have chosen to lead.

I have to do so for all the IKEA employees.

  1. By refusing to accept a pattern simply because it is well established, we make progress.
  2. Initially, IKEA was a catalog company that sold pens, picture frames, wallets, and other bargain goods. One philosophical gem is this.
  3. By showing human weaknesses rather than only strengths, his employees and the general public could. He believed in great design along with highly efficient manufacturing and distribution.