I have a philosophy that’s about nurturing our own talents – people who can help take Svea further.”

So says Olav Grøndahl, CEO of Svea Bank. In the philosophy he describes, both personal and leadership development are essential. Svea had worked with external contributors several times before, but this time they wanted something a little different.

“We wanted a new approach that was better suited to our organization. TNG Consulting offered a whole new level of customization. Toril really took the time to understand our opportunities and challenges – she is truly unique and stands out from the rest,” explains Olav.

Close collaboration

The partnership began with workshops where both the HR director and Olav himself were actively involved.

“We divided the leadership group into two levels – top management and middle managers – and started with the top leaders. It was important that everyone was included on equal terms, myself as well,” says Olav.

A combination of in-person gatherings and digital meetings made it possible to include leaders from across the country. The mix of formats was well received in their busy everyday work.

“I’m impressed with how they managed to create engagement even in the digital sessions,” Olav notes.

Engagement and a shared language

Grøndahl praises TNG for their dedication and ability to adapt to Svea’s challenges and goals.

“They are exceptional and have truly invested in understanding our organization. I’m impressed with how committed they are to our success. They even remember details about participants – names, backgrounds – long after. That shows real dedication,” he says.

One of the main goals of the program has been to establish a common “tribal language” and shared mindset around leadership and development.

“We wanted a holistic leadership focus that could help drive Svea forward. I already see participants returning with enthusiasm and concrete takeaways that are giving us visible results,” Olav continues.

Taking it further

Svea Bank has not only addressed current challenges but also laid the foundation for continuous development. Olav emphasizes that leadership development is an ongoing process.

“This is just phase one. We’ll follow up with more rounds and repetition next year. It’s important for us to integrate this work into our daily operations so it doesn’t fade away,” he says.

As the founder of Svea Norway, Olav has always been committed to building an organization where employees and leaders can leave their mark.

“We want to be an unconventional player in the industry, and we do that partly by investing in our people. With this program, we’ve gained new momentum, and I’m convinced it will contribute to Svea’s continued growth and success,” Olav concludes.

This article has been translated from Norwegian to make it available to a wider audience. Quotes and expressions may not be word-for-word, but we have sought to preserve the meaning.

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