The essence of a true manager
master the science of planning, organizing and controlling resources to achieve defined outcomes
administer and maintain teams, workflows and resources for consistent performance
focus on short-term goals like budgets, timelines and quarterly results
prioritize processes and systems to ensure quality, compliance and efficiency
execute with efficiency, consistency and order
apply proven strategies for stability and predictability
rely on control to minimize risk and ensure accountability
manage complexity with structured thinking
ask “how” and “when” to turn vision into actionable steps
do things right by following best practices and policies
understand the inner workings of an organization: they run it, but do not define the vision
Helena Helmersson, Former Chief Executive, H&M Group is a classic example of a Nordic manager: calm under pressure, quietly competent, ethically grounded and focused on operational reality. She did not set revolutions in motion but made sure the system worked through them. In an era of chaos, she stood not as a bold visionary but as a steady hand.
She mastered planning and control, especially during crises. Just six weeks into her role as CEO, the COVID-19 pandemic hit. H&M’s stock dropped by 50%, and most physical stores had to close. Yet under her management, H&M quickly prioritized online sales, accelerated digital investments and restored performance.
Helmersson led H&M through not only a global pandemic, but also a major political and reputational crisis in China. When H&M’s statement on forced labor allegations in Xinjiang caused a national boycott and a 23% drop in sales in Q2 2021, she didn’t react impulsively. Instead, she handled it like a manager: by entering private dialogue with officials, improving supply chain transparency and implementing due diligence processes.
Her ability to cope with complexity: she managed one of the world’s largest fashion companies through a series of global shocks.
She consistently asked “how” and “when”, turning challenges into operational actions: how to shift online, when to act publicly, how to respond to regulators and how to implement values like sustainability into real workflows.
Above all, she did things right: her leadership was never about attention or headlines , it was about functioning, adjusting and preserving trust across markets, governments and consumers.
Sources: Leading with Cultural Intelligence, David Livermore; https://altor.com/conversations/meet-helena-helmersson
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