Tarja Arkio, an expert in workplace issues at the Confederation of Unions for Professional and Managerial Staff in Finland (Akava), challenged Algol’s Managing Director Alexander Bargum to consider the ways in which Algol supports the occupational wellbeing of employees in managerial positions.

“Managers play an extremely big role in the wellbeing and enthusiasm of their subordinates. The strong work performance of a surprising number of individuals is based on a desire to show their own superiors what they are capable of. The actions of skilful and motivational managers have an undeniable impact on the company’s performance and therefore on the wellbeing of the entire company.

A manager’s own wellbeing can perhaps be best supported by making sure (a) that the manager also has a good superior and (b) that the manager has the right conditions for succeeding in his or her work. The feeling of success gives an enormous amount of energy!

In other words, managers have the right to good leadership. In return, managers can also be expected to provide good leadership. Managers should keep in mind that, in their relations with subordinates, they represent the employer. Managers should therefore be offered training and support to facilitate their work, especially when they are promoted to managerial positions from their previous roles as experts.

In order for managers to succeed in their own leadership roles, they should have a clear understanding of the company’s strategy and vision. They should be given clear targets and the tools for monitoring and measuring them. All of this is dependent on the company’s upper management. I believe in the management model of family firms in many ways. Family firms have responsible and active owners who are interested in developing their companies on a long-term basis; they want to leave the company to the next generation in (even) better condition than when they themselves took over the reins. In family firms all employee groups know quite well who makes the final decisions, and the person in question is also easy to reach.

The owners of family firms are committed to their companies financially, but they also have their own reputations and honour at stake. In management and leadership work, this responsibility can be seen in terms of transparency and caring. Furthermore, the decision-making process in family firms is generally fast. Both positive development ideas and difficult matters that need resolving rapidly are dealt with quickly and get a rapid response.”

Alexander Bargum