ELITERSHIP. The elite practice of leadership.
The Big Five is a consequence of elitership; growth in economic value, in efficacy, in the number of jobs, in people’s wealth, and the overall contribution to social welfare.


ELITERSHIP. The elite practise of leadership.
When elitership is in tune with the three business processes, the company will naturally double the Big Five in 5 years.


ELITERSHIP. The elite practice of leadership.
When holding a professional mastery standard, every human in any organization is striving at creating a sustainable business in all perpetuity.


The more you know about a profession, the better you can handle it. 
The more you know about yourself, the better you will function as a leader.


We want YOU as the new ....



Work for Customers as a Business Leader

We are now heading at the end of the year 2018, and you now only have one year left to prepare your leadership strengths for the 2020s. Let me explain: What got you here will not get you there!

With your core strengths, you have until now focused on productivity and completely dominated your rivals with your core strengths. However, if you think you can take capabilities and competencies from the past into the present and project them into the future, you will soon experience that you walk away from your truth, not closer. You can only grow the outcome of your efforts by growing your mindset, energy, skillset, and joy. It will demand clarity of mind, raise your awareness, to gain new insight, learn and get new knowledge.

However, in the future, you dominate with your strength improve productivity, keep unit costs down and furthermore with foresight concentrate your efforts to get ideas and innovative opportunities for your customers.

To make this happen successfully, you must lift your vision to a higher sight, advance mindset beyond imposed limitations, turn ON high-voltage energy, raise achievements to a higher standard, and with joy take good care of everyone everywhere.

From my 35 years of experience as a leadership adviser, my insight makes it very clear that you can only grow business results, by developing yourself, gain new insight and more clarity. Growing outcome beyond survival is solely about growing people; people as customers, employees, suppliers, and shareholders.


When we look into the horizon, we see challenges navigating towards all businesses. Blockchain technology is just one out of many unknown challenges. Big Data as we know it from Google is only at its beginning. Integrity in the future will include modesty, ethics, moral, and aesthetic. Personal apps with artificial intelligence combined with your smartphone will reveal its importance soon. All this has a change-power similar to any financial crises you can imagine. Several leaders of large businesses have already faced that power, and in a short time, everyone will be affected.

To counter this 100-year wave, and prevent it from toppling your company, demands two things, an elite practice of leadership ditto management, and idealistic results expectations. Not tomorrow but now.

You have one year to prepare yourself to gain insight for leaders who will survive the 2020’s. These – Next Generation Leaders – are leaders with a business perspective of 200 years, instead of the usual quarterly outlook which always results in breathing problems to every company in less than a decade. A 200-year perspective demands that you instead of a hierarchical organizational chart, design and implement a self-sustained ecosystem, functioning as a living organism which keeps it viable, in all perpetuity.

Who said modesty, ethic, moral and aesthetic? – I did.

You have to realize this and become well prepared to meet the 100-year wave of change straight-on. To counter this wave of change essentially involves leaders, who can mobilize energy, upgrade everyone to take the lead, gain and share new insight learning and knowledge, align the business culture towards striving and expanding, make people train to become master professionals “second to none” across the industry and deliver exceptional products, quality, and service to customers. I will be virtual gadgets and exact solutions that they did not know they wanted and later cannot imagine living without.


The consequence of that insight is to raise everyone’s conscious level, simplify and synchronize core business processes further, enhance the self-confidence and self-efficacy of everyone, and take care of each other, with a particular focus on leaders, ditto managers. Furthermore, to establish a cohesion consisting all staff and bring to an end, a devastating mindset of “who is right and who is wrong” it is always “what is the right thing to do, given our present knowledge.” However, every one of us needs ideas for the innovative progress of our life, and learn from the challenges of the future, which will hit us from all directions. No one will get a free ticket.

The insight also reveals that everyone in companies will be liberated to an extent, history has never seen before and will be in charge to “Take the Lead” of their result expectation, with the attitude of being a project associate – not an employee.

Knowledgeable people of tomorrow will be responsible for operating assets with increasing net worth of millions of dollars. We, therefore, have to upgrade the general business acumen and mindset, to be able to attract the best people of the next generation.

Job-positions of tomorrow will be mapped, searched and found in an artificial-intelligent-global network containing comparable result-outcome and result expectations across industries.

However, the future will demand much more idealism of leaders, ditto managers than ever before, they have to strive towards the elite practice and lead their jobs exceptionally well, for the wellbeing of all stakeholders.

The situation in the future demands that everyone, take the lead and extend their responsibility area. Respond with insight, using their ability to lead with transparency from the bright side of their personality, striving for creating a well-respected business working for customers. What we need is to liberate everyone and let them speak-up, to become an essential voice for the team-leaders to gain new ideas and improve innovation. It is both fair and the right thing to do.

We expect leaders in the future, among other things of what they already are responsible for, also to act as managers. Being accountable for simplifying the daily operation of their departments and synchronize with their colleagues. Add to this, customer contact, leading and developing their team, productivity and innovation, and everything else of what is in their hands to influence, and what they naturally are the best to manage and lead, functioning as a manager, of an essential prominent and very costly facilities.


In the nearest future, we have to learn to respect everyone as business associates, as a part of the business cohesion, with relationship responsibility all over the place to the leader of team-leaders and managers being responsible for simplifying and synchronizing the value chain.

The consequence of that will be that everyone shall be invited to participate in an ongoing business acumen training, that will upgrade their understanding, capabilities, and competencies and ultimately add value to customers and prepare them for future changes.

Each leader will see themselves being better dressed for the demands of the future both regarding; customer service, quality, safety, delivery performance, and mentally see themselves as a vital part of the decision and execution processes, responsible for the team engagement and the overall well-being.

All of this, not only to be able to maintain the tasks which inevitably follows by increasing demands straight-on from our existing customers but also to be able to innovate the service and customer relationship responsibility to attract new customers.

This training will be an essential part of an effort, to dress leaders to match future demands by raising their awareness and consciousness, but also to balance one’s life in general.


If people, who find themselves in an intensely competitive situation, feel overloaded, less competent, or incapable, they will feel stressed, drained of energy, and frustrated.

The challenge for them is that they mistakenly try to compensate for their stress, by increasing their desires and promises, instead of doing what is the right thing to do. Namely to take a deep-drilling dialog with a trusted “associate,” improving one’s capabilities and competencies and establish enriching relationships by taking good care of everyone everywhere.

For KF Andersen Leadership Academy, Siegfried W. Andersen. MBL. Founder

Siegfried W. Andersen

“I have been deeply impressed by the way magnificent leaders restrict themselves and endure hardship and personal sacrifices. Later I learned something even more impressive – their humility in the midst of success.
Leaders who respond to good fortune and success with prudence and modesty, tenacity and kindness are harder to find than those who challenge adversity with courage.
The very nature of leaders, reveals that success tends to create pride and blindness in their hearts, while humility dissolves their ego and teaches them to be patient and strong.”

We want YOU as the new ....



Everyone was bewildered. It came as a big surprise. The chairman has just introduced the name of the new CEO over the intranet. It happened a week after the announcement of the most profitable year in a decade.  

Yes, a flash photo of reality in numerous high-profile companies. Do you recall the news from last year, AP Moller-Maersk, Novo Nordisk, e.g., Globally the same Coca-Cola, TEVA, a lot of banks, etc.?

The board felt that the former CEO did not act on, how to counter the disruption, which grows in strength from all directions. Despite the right results, it was too short-sighted.

The board needed a plan: How to upgrade the business model? How to grow managers practicing leadership? How to replace authority with a social network?  How to develop leaders to replace “knowing it all” Bosses? Too many questions and no satisfying answers.

There were four people left in the meeting room; John IT, Carl CCO, Hannah CFO and Michael TeamLeader.

John was very scared, “Michael, why a new CEO? Everyone has worked hard to make last year result – now all in vain. What is going on? I don’t understand this.”

“John, our situation is dire.” He looked at John and continued, “today the competitive intensiveness in our industry is far more disruptive than 30 years ago, and our company can soon end up in a hurricane.”

Hannah drilled the facts. “The probability for that a corporation like ours fail miserably within ten years is 80%. Up from 5% during the last disruptive tide the mid-1980s.”

Carl, “True. Then it was GE, with Jack Welch in the driver seat, who fought against the tide.” “Yes,” added Hannah, “but it was a global phenomenon, IBM, Disney World, Chrysler and much more were on the brink of bankruptcy.”

“Huge companies?” Carl, visibly surprised. “But in our case, is not about good or bad managers. It is about identifying and developing leaders who have the future in front and center, who evolves a practice of leadership that reflects reality. That is how I see it.”

How can we effectively counter the disruption?

Michael agreed, “Why don’t we take the lead, and present for the new CEO a draft, how to grow the business, cultivate the organization, to counter the disruption. How to involve everyone in the organization? Identify who can make a valuable difference, and then let them contribute?”

“Your idea Carl, how to turn our top-team into a “Team of TeamLeaders” in a carefully designed network, aiming at a purpose – larger than life?” and continued, “Do you remember our discussions around this last year?”

“Yes” replied Carl, “TeamLeaders strategic positioned across the business, with self-extending responsibility. Where every team consists of a fluent number of teammates, with crystal clear result expectations, mastery competences, high capacity and who contributes to the cohesion. But do you think, that this will have a fair chance?”

Hannah, “I think so if it is a given that all of us is highly engaged, free to exercise initiatives, and innovate, express opinions, and even disagree with our leaders. Then it will work, I am sure it will.”

John, “Yea, and if everyone has the liberty to place themselves where they can make the greatest contribution, and live a balanced life? Then I am with you.” Michael added further, “As a Leader of TeamLeaders you would be happy to make a new year speech, “Thank you so much for doing all of the things I never asked you to do.”

Hannah, “Simple. When you lead the best team of the company, then you must be the best TeamLeader” and finished. “That is a call for transformation. Travel into the unknown. What a terrific idea!”

We want YOU as the new ....

MBL – An Executive Master of Business Leadership Certificate


The evolution of the world is exponential, and the next 30-year we will find ourselves at the steepest part of the curve, at high speed with situations volatile and complex. We see the future at high speed and complicated because we neither know, have the ability nor the competences to respond with precision.

The truth, take it to heart.

Companies do not compete. Leaders do. The high-potential-leaders of the future see, find and make use of things and methods, that we cannot imagine today. They will create, new social values, new work patterns, and design and work in inspiratory, stimulating, intelligent ecosystems, supported by high-quality advanced digitization.

Furthermore, new guys will come in, not highly educated, with big dreams they are about to materialize. They are leaders who have a self-extending capability to seek out great challenges innovative experiences, learn and train everyone including customers to love what they do. They will be the successful leaders of the future. That statement holds true, and it will not fail.

The non-surprising consequence will be that the most intelligent leaders of today will invest energy and time to correctly[1] identify the high-potential-leaders, who shall take on and lead a business beyond survival [2]. They shall prepare young high-potential-leaders to operate a business leading people in unknown territories, with changes at increasing volatility, in surprising directions with overwhelming strength.

There is only one true way to do that.

Back to the roots of leadership. When you take good care of the roots, flowers will blossom, and fruits will grow with no extra efforts. The roots have the answers, of what it takes to live a fruitful life, beyond survival, as a leader of the future.

Are you a High-Potential-Leader or want to become one? Or are you the leader of young talents, that you want to see blossom and grow, respond to challenges with qualified ability, and deliver great achievements. Please, then sign-up, and we will train the “roots” of fruitful leadership. You will see how they flourish on the first day back at work, leading everything from a platform beyond survival.


SIGN UP for the coming training at www.kfandersen.com/booking

Enjoy the training in either: Denmark, Dubai or Hong Kong.

Do you have a question? SMS +45 4042 9017, or e-mail swa@kfandersen.com

For KF Andersen Leadership Academy

Siegfried W. Andersen

Founder & CEO. MBL.

[1] https://news.gallup.com/businessjournal/167975/why-great-managers-rare.aspx

[2] McKinsey. October 2013. The-strategic-yardstick-you-can’t-afford-to-ignore.


The Will to Lead

Let our parents be full of joy and proudness when telling their friends where we work and what we do. 

Grow of the business through the growth of people.

When you want to take results to a higher level, you first have to bring your own and your peoples’ consciousness to a higher level. Second, scale whatever you want. Become the creator of limitless outcomes effortless executed. How a business flourish, reveals leaders ability to listen to the roots, and their willingness to learn from waltzing with reality:

  1. Be your customers best supplier.
  2. Be your team best player/leader.
  3. Be your suppliers best customer.
  4. Be your investors best investment.

Companies do not compete – top executive teams do. Companies do not die – top executives implement a plan they haven’t prepared. Which makes us discuss low potential leaders versus high potential leaders. Low potential leaders always hesitate and play “who is right and who is wrong.” High potential leaders are Game Changers. They decide, and get things done right away focusing “what is the right thing to do.” They know instinctively that Return-On-Executive-Time ROET matters quite a bit.

The dilemma is not a dilemma. It is a distortion of judgment.

Seek, find and grow unruly young high-potential-leaders who feel stuck in the system, or maybe who are in the wrong job? Should you let them move on, or make them stay longer? How do you decide that? Have they stopped growing? Did they pick up some new skills or ethical behavior? What have you done lately for them?

Can we conclude that your business is not increasing, at the speed you want? You are not delivering, neither double revenue nor double profit and no increase in share price? Reaching an extreme M/B ratio do to brand intangibles, is over the cliff and vertical down into the abyss, right?

So, what is the right thing to do Growing People?

As a High-potential-Leader, you ought to practice more High-Quality-Consciousness and do “what is the right thing to do?” At the “The Will to Lead” we will open a door for you slightly, so you can get a glimpse, hear the sound of buzzing ideas, smell the coffee, and feel the heat becoming a great leader. It is not as difficult as you think – qualify! You are ready and more than willing. Right?

The Law of Requisite Variety[1] point the direction, show the way, and uncover why flexibility, alignment, and adaptability are essential attitudes and behaviors for success as a leader; “The only way you can get absolute control over your life is to be more flexible than your environment.” That counts for any situation you might experience in your entire life. And it ought to encourage you to take the lead in any case everywhere. It is, of course, a demanding challenge, to be more flexible, and gain a broader variety of competencies, as anyone else. It is a challenge every High-Potential-Leader face daily, more now than in the past, and it will be even more in the future.

It is also the reason why everybody working for an outstanding company has to change and fit themselves consistently to keep their learning+1, and action repertoire+1, intact. That illustrates why adversity is a blessing. Few leaders align themselves with that fact. However, the elitarian leaders are seeking tirelessly for improvement all over the placed, with a committing attitude “The best achievement delivered ever will be the next!”

Situations where small differences in performance (1/100 of a second in the one-mile sprint in athletic) lead to an extrinsic reward which is known as “Winners-Take-All” effect.” See Vilfredo Pareto’s “The 1% Rule [2].” Elite leaders understand that practice of persistently slight improvements in performance, attitudes, and behaviors. It will lead to scalable advantages especially when they are repeated time and again aiming persistently enhancing their capability.

That is yet a reason why the elitarian practicing leadership is so relevant, and by the way, well different from any universal business school teaching. Leaders who do the right things consistently are more likely to maintain a slight difference that accumulates, and it will develop disproportionate significant attention and advantages over time. Remember, Return-On-Executive-Time is essential for you.

It is not difficult to achieve an influential position. You need to explore, experiment, learn and execute, what it takes to be slightly better than anyone else – at a broad sample of multiple dimensions, at work, at home, and any other places[3]. We call this polymath leadership, which is an essential prerequisite for being innovative, and perceived as a High-Potential-Leader.

“The Will to Lead” points the direction and show you how to maintain a slight difference today, tomorrow, and the day after that. When you repeat this process of being “better and different” by just a little bit over and over again, thanks to Winner-Take-All effects, each small step of progress delivers outsized attention and rewards, and you end up becoming very visible, your name pops up every time executives discuss challenging tasks to be solved and provided. Latest then nobody can afford not to know you – The Law of Attraction – your presence works like a magnet. When that happens, you have to dismantle your ego and replace it with prudence and modesty, tenacity and kindness. Furthermore, this we also train.

“On a Monday morning, right after training, you arrive one hour earlier than usual, with a long to-do list. Dressed up with your new insight ready to Change the Business Game.”

Do not let past experiences decide your present, that attitude will ultimately destroy your future.

[1] https://en.wikipedia.org/wiki/Variety_(cybernetics)

[2] https://www.mckinsey.com/dan-obrien

[3] https://jamesclear.com/the-1-percent-rule

For KF Andersen Leadership Academy – Siegfried W Andersen. Founder CEO.

The Definition of Success

The Definition of success

The idea of success is very profound and intensified, and it has to reflect responsibility.

We consider a human successful when one has reached a certain level of a balanced life striving to become a magnificent human being, combined with a certain level of knowledge about oneself and the world.

Live socially with dignity, materialistic one is prosperous, and one earns the love of one’s family and friends, and earn respect in the society.

Then and only then one can be considered a successful human, one who radiates something that feeds hope, inspires our imagination, ignites our intuition, and stirs our emotions.

For KF Andersen Leadership Academy

Siegfried W Andersen – Founder

A Call for Transformation



Ride the megatrends of disruption. Scan your company’s economic-profit performance, and uncover whether you beat the market or not. Then drill into the timeless strategic discussion of why you make money.

Hannah and John still in the meeting room. “Hannah, please tell me more about GE. How brutal was the disruption in the 1980s and what did Jack Welch do to win over the tide?”

“We don’t need to go back in time, we can just watch what is going on right now, just as we sit here and talk.” Hannah opened up her I-Phone, went into the American stock exchange NYSE switched the phone to the PPP screen and showed this screen: https://www.nyse.com/index.

And she continued. “Take a close look at this. Jack Welch got his CEO-job in 1981. That was right after the second oil crisis 1979, which turned, supply & demand entirely upside down.  Every production company faced devastating overcapacity.”

“Jack Welch made people face the brutal reality, without any sugar coating and made clear the necessity for drastic changes. These changes went on for ten years. The mantra was “Either fix the unprofitable businesses, sell or close them” and so he did.”

“After that followed ten years of literally limitless growth. The new mantra was “Growing the business by growing people: customers, managers and employees, suppliers and shareholders.” The share price went into the sky. Jack Welch retired in 2001.”

“He wrote a couple of books. They became the Bibel for a new Business Religion and the source of a huge mistake. 99% of the readers became “believers” convinced that this was the ultimate right way to lead a company, as a great leader.”

“Readers did not understand, that Jack Welch is not a “believer,” he is a “seeker.” What he did was to make the business processes fluent, flexible and adaptable, individual performance limitless and business achievements borderless. What characterizes Jack Welch’s leadership trait, is his ability to align the business towards reality, month by month, twenty years in a row. That is him in a nutshell. His successors and 99% of everyone else got a wrong perception. See the curve after 2001.”

“But Hannah” interrupted John, “at my MBA everyone ended up being believers of “Jack’s Way of Leadership.” All of us wanted to be like him. But I see your point. The interpreters got it wrong.”

“Exactly, people in bunches got blinkers and a tunnel view. But I promise you Jack Welch is not like that. He always took the steepest path, and still do. While all his followers took the shortcut simplifying everything.”

“Oil Crisis, Financial Crisis or disruption is all the same sourdough. If we do not continually align our business towards reality, seeking opportunities, we will run an 80% risk to end where GE is right now, the cliff next to the abyss.” Hannah finished up.

Wisdom in Leadership

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