Spar Nord AS

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Spar Nord A/S
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Who are you, what are your values?

• Generating identity and values for myself
• Forming mission and outcomes
• Planning and organization
• Personal development

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Facts about Spar Nord Bank
The Banks strategy, vision and values constitute
a continuation of the values and ideas that
existed back in 1824 in Jomfru Ane Gade, the
Aalborg street, where grocer Jacob Kjellerup
together with a group of founders laid the
foundation stone of Aalborg Byes og Omegns
Sparekasse, the bank that would ultimately become
Spar Nord Bank.Its mission was "To be a door
to prosperity"Much has changed since 1824, but
there is a recurrent theme. The mission is still
to create prosperity, or, as we put it today
"Choose us for the money". The target group also
remains essentially the same, viz. private
customers and businesses in the local area.In
1967, Aalborg Bys og Omegns Sparekasse merged
with Landbosparekassen to become Sparekassen
Nordjylland. In the following years, several
local North Jutland banks joined the new savings
bank, which was converted into a listed public
limited company in 1990 and in 1998 renamed Spar
Nord Bank.
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Spar Nord Banks corporate vision

• Spar Nord Banks corporate vision can be summed
  up as followsBy giving our branches a great
  deal of local autonomy, we intend to create
  Denmarks most attractive banking chain. For the
  benefit of our customers, employees and
  shareholders.
• Thus, Spar Nord Bank intends to create a
  decentralized bank which
• is the strong local alternative
• excels at creating individual financial solutions
  for private customers and businesses in the local
  area
• has close personal relations and a high rate of
  professional competence
• is active in the local community
• has competitive prices and whose employees show a
  business-generating attitude
• has products and services from partners that
  complement the Banks products.
• The decentralized business model is set out in
  the concept a chain of local banks (branches),
• which means that the individual local bank makes
  all decisions with respect to customer service,
• marketing, branch location and employee matters.
  In addition, the compensation structure entails
• rewarding management and employees with a bonus
  based partly on the results generated in the
• individual bank area.

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Spar Nord Banks customer mission is

• Spar Nord Banks customer mission is We create
  economic freedom together with you. We do that
  through individual solutions based on competent
  consultancy and local knowledge.The mission
  means that together we will find solutions that
  let customers realize their dreams. We want to
  help our customers experience financial freedom
  by creating a tangible buffer and security in
  families everyday lives. The counselling we
  offer is aimed at providing solutions everyday
  lives. The counselling we offer is aimed at
  providing solutions the local community and have
  the necessary expertise.

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Spar Nord Banks values

• Spar Nord Banks values include being
  down-to-earth, ambitious and actively
  involved.Spar Nord Bank has always had a
  down-to-earth atmosphere. An atmosphere we must
  strive to preserve.Spar Nord Bank is ambitious
  and aims to become Denmarks most attractive bank
  chain for customers, employees and
  shareholders.Spar Nord Bank is actively
  involved and close to its customers in two
  senses. Physically through our involvement in
  the local community and with our customers.
  Mentally through our dialogues with customers,
  which enable us to offer tailor-made solutions
  built on each customers need.

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A chain of local banks

• North Jutland roots
• Listed on The Copenhagen
• Stock Exchange 1990

• 199,141 retail customers (Yesterday)
• 22,000 corporate customers
• 1,250 employees
• 28 local banks 74 offices

• Deposits DKK 21.4 bn
• Loans advances DKK 25.5 bn
• Shareholderseguity DKK 2.9 bn

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Hobro
Kolding
New Organization
Odense
København
Herning
Løgstør
The goal is for the bank chain to be guided by
forces from outside and within, i.e. what
customers require from the earnings units
dictates the Bank's business approach. Customer
and market concepts are offered from
headquarters, which is also responsible for
credit monitoring the loan portfolio.
Vejle
Nørresundby
Horsens
Skagen
Handels- og udlandsområdet
Hjallerup
Støvring
Executive Board Credit Rating Finance Department M
anagement Secretariat
Hirtshals
Sæby
Corporate Banking
Finans Nord A/S
Hjørring
Terndrup
Corporate Coordination and Support
Vejgaard
Hadsund
Aalborg
Frederikshavn
Aabybro
Fredericia
Aars
Brønderslev
Århus
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2004 The best performance as a listed company
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A record year
During 2004-06 the price of the Spar Nord Share
increased
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Executive Board
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Organization
Executive Board
Lasse Nyby John Lundsgaard Lars Møller
Treasury Division
Management Secretariat
Finance Department
Credit Rating
Spar Nords local banks
Corporate Banking
Trading, Financial Markets The International
Division
Finans Nord A/S
Corporate Coordination and Support
Lars Møller
Jan Gerhardt
Gert Tougård
John Lundsgaard
Niels Arnold Lund
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What is the main tool in leadership?
YOUR PERSONALITY
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A day at work
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Adizes4 leadership styles
Support
Entrepreneur
Administration
Producing
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Filters / Metaprograms

• Filter of Values
• Match Mismatch
• Past Present Future
• Towards Away from
• Big Chunks Small Chunks
• Internal External
• Problems Success
• Intimer Throughtimer

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The Johari Window
I dont know
I know
Open/official
You know
Blind spots
You dont know
Uncon-scious
Private/ Closed
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2 ways of self-development
I dont know
I know
Open/ official

• Get some feedback
• Tell more about yourself

Open/official
You know
Blind spots
You dont know
Uncon-scious
Private/ Closed
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Win - Win
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Personal leadership style

• Bring yourself in (sætte sig selv i spil) as the
  person you are and do not try to be anyone else
  (to play a role)
• Find your personal style among all the
  suggestions from courses and management theories
  and books and use it wisely
• if you are a fabulous coach, then coach when it
  is needed and not always (if you only got a
  hammer all problems look like nails)
• if you do not like to coach then dont
• Be aware that bringing yourself in also means
  bringing yourself on stake (sætte sig selv på
  spil)
• your personality is brought into the workingplace
  and you risk yourself
• be prepared to be discussed among your employees

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5 Managing Rules

• a question of respect
• pacing and leading
• reframing
• finding the focus
• sharing

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Whole person / organizational model
Source Stephen R. Covey. The 8 th Habit
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How I work my own development

• Evaluating feedback
• Generating identity and values for myself
• Forming mission and outcomes
• Planning and organization
• Communication channels and methods
• Personal development

• Listening
• Evaluating feedback
• Evaluating systems
• Communication strategy
• Personal outcomes
• Personal development

• Customers
• The custumer interface
• Other managers
• Peer group
• Professional resources
• Sources of intelligence

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• Source Stephen R. Covey. The 7 Habits of Highly
  Effective People

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My 3 crucial questions to an applicant /leader
candidate

• What is important for you?
• What is important for you?
• What is important for you?

I always look for the values and beliefs
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• Values are like fingerprints. Nobodys are the
  samme, but you leaveem all over everything you
  do.
• Elvis Presley

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And now what about you?

• Adizes what style do you prefer for yourself?
• Filters which filters do you (know you) have?
• Johari in what way do you seek to develop your
  own personality through feedback or /and
  through telling?
• And as a summary of your answers to the questions
  above
• Make your own Value-CV

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Imagine

• How can you use your knowledge about your
  personal leadership style in other areas than
  management?
• The next time ..

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Qualifications to bee really good at some
thing.-Competence to bee good at the right
thing.

• Ask leaders what their biggest challenge is, and
  you get the same answer finding, attracting and
  keeping talented people.
• Ask talented people what their biggest career
  challenge is and you will hear the same refrain
  finding good people to work with and to work
  for.
• Holbeche, 2001, s. 166

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The levels 5 hierachy
Source Stephen R. Covey. The 8 th Habit

Span Nord Work smarter, not harder!
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Q
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thanks and goodbye Sonny Moric som_at_sparnord.dk